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Gender Policy

1. Initial Diagnosis

OLMA Space currently has an all-male workforce (2/2), consisting exclusively of its founding partners. This situation is not the result of discriminatory practices, but rather a consequence of the company’s origin and early-stage nature.

Three structural factors are identified:

  • Technical founding background, within an engineering/space context where female representation is lower.

  • Early-stage company, with no formal hiring processes implemented yet.

  • No internal discrimination identified, due to the absence of a developed organizational structure.

It is acknowledged that:

  • The aerospace sector shows structural underrepresentation of women (~20%), which affects the available talent pool.

  • The upcoming growth phase is critical to address the imbalance through proactive design of hiring and organizational practices.

Conclusion:
The focus of this plan is not corrective, but preventive and structural, centered on recruitment, positioning, and culture.

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2. Objectives

2.1 Long-term objectives (3–5 years)

  • Progressively achieve a more balanced workforce (target reference: ≥30% women).

  • Position OLMA Space as an attractive company for female technical talent.

  • Integrate equality as part of the company’s organizational design and technological identity.

2.2 Short-term objectives (0–18 months)

  • Integrate equality criteria into all hiring processes.

  • Ensure neutrality and absence of bias in job descriptions and selection.

  • Increase the number of female applicants in recruitment processes.

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3. Areas of Action and Measures

3.1 Recruitment (critical area)

Action 1: Redesign of job descriptions

Objective:
Increase female applications and eliminate implicit bias.

Measures:

  • Use neutral, technical language (avoid gender-coded terms such as “aggressive”, “dominant”).

  • Limit excessive requirements (women statistically apply less when not meeting 100%).

  • Clearly distinguish:

    • Mandatory requirements

    • Nice-to-have skills

  • Include explicit statement:

     

    “OLMA Space is committed to equal opportunities and diversity.”

KPIs:

  • % of female applicants

  • Female-to-male interview ratio

Action 2: Diversification of recruitment channels

Measures:

  • Target:

    • Universities and programs with higher female participation

    • STEM women networks and associations

  • Direct outreach to:

    • Master’s programs

    • ESA BIC and related ecosystems

KPI:

  • % of female applicants per channel

3.2 Organizational Design and Culture

Action 3: Equality by design

Since the company is at an early stage, structural decisions are key:

  • Equal pay from the outset (no legacy gaps)

  • Transparent roles and career progression

  • Performance-based evaluation criteria

KPIs:

  • Gender pay gap (target: 0%)

  • Promotion ratios by gender (when applicable)

Action 4: Flexible working model

  • Flexible working hours

  • Results-oriented culture rather than presence-based

This is a key factor in attracting technical female talent.

3.3 Positioning and Communication

Action 5: Inclusive positioning

  • Avoid male-only founder-centric narrative

  • Emphasize:

    • Technological vision

    • Impact

    • Open and inclusive culture

  • Participate in:

    • STEM events

    • Diversity-focused initiatives (ESA, universities)

Action 6: External female representation (short-term lever)

Given the current absence of women in the team:

  • Collaborate with:

    • Female researchers

    • Technical partners

  • Provide visibility to these collaborations

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4. Monitoring and Evaluation

Review frequency: Annual (minimum)

Core KPIs:

  • % female applicants

  • % female hires

  • % women in workforce

  • Gender pay gap

  • Retention rates (when applicable)

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5. Governance

Given the current size:

  • Responsible parties: Founding partners

  • No formal equality committee at this stage

Planned evolution:

  • ≥5 employees → basic formalization

  • ≥10 employees → potential equality committee

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6. Strategic Conclusion

At this stage, the objective is not to artificially enforce parity, but to:

  • Design bias-free systems from the outset

  • Maximize female talent inflow

  • Avoid structural barriers

A well-designed system will naturally improve gender balance as the company scales.

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