ACI Asia-Pacific Human Resources Excellence Recognition 2019 by Airports Council International (ACI) Asia-Pacific

ACI Asia-Pacific Human Resources Excellence Recognition 2019

â&#x20AC;&#x153;Change Managementâ&#x20AC;?

Disclaimer This document consists of submissions received by Airports Council International (ACI) Asia-Pacific Human Resources Excellence Recognition Program (HRER) 2019. All figures, numbers, statement, and/or any other information contained in this document are only indicative, intended solely for reference purposes, and do not necessarily represent those of airports in general. No subscriber or reader should act on the basis of any such information without referring to applicable national laws and regulations and/or without taking appropriate professional advice. Although every effort has been made to ensure accuracy, ACI Asia-Pacific shall not be held responsible for loss or damage caused by errors, omissions, misprints or misinterpretation of the contents hereof. No part of this document may be published, reproduced, or reformatted in any form by any means without prior written permission from ACI Asia-Pacific.

May 2019 ACI Asia-Pacific

Introduction and Acknowledgements Introduced back in 2014, the ACI Asia-Pacific Human Resources Excellence Recognition Program (HRER) was established to acknowledge airports’ outstanding achievements in HR management within the region. Held every two to three years, the HRER aims to encourage continual exchange of best practices in HR among ACI AsiaPacific member airports to support the development of airport through people. The theme of HRER 2019 is “Change Management”. The Asia-Pacific region is one of the fastest growing regions in the world, and airports in our region have been transforming themselves rapidly in face of challenges such as surging traffic and evolving demands from passengers. The thirteen submissions contributed by ACI AsiaPacific airport members reflect how HR teams each play a crucial role in equipping and supporting individuals at their airports to successfully manage changes, so as to drive organizational success and achieve the corporate goals in the long run. The panel of judges for HRER 2019 were as follows: •

Mr. Dennis Chant, Chairman of Sunshine Coast Airport (Panel Chair)

•

Mr. Kurt Gering, Director, Talent, Culture and Capability of San Diego County Regional Airport Authority and Chair of ACI-NA HR Committee

•

Mrs. Maggie Kwok, Advisor to the ACI Asia-Pacific Regional Office

•

Mr. Hector Martinez, HR and Quality Manager of Aeris Holding Costa Rica and Chair of ACI-LAC HR Committee

•

Mrs. Georgia Stergiopoulou, Director, HR of Athens International Airport and Chair of ACI Europe Leadership and HR Forum

The panel of judges concluded the following results: •

Gold Recognition - Airport Authority Hong Kong

•

Silver Recognition - Changi Airport Group (Singapore) Pte Ltd

•

Bronze Recognition - GMR Hyderabad International Airport Limited

To promote best practice sharing, all of the thirteen submissions are compiled in this publication for sharing among the airport community, so that members can learn from each other’s experience on driving changes in their organizations.

Table of Contents 1. Airport Authority Hong Kong -

Managing Cultural Change in Airport Authority Hong Kong

2. Airport International Group - Change Management 3. Airports Authority of India - Change Management at Airports Authority of India 4. Airports Vanuatu Limited - Change Management 5. Cambodia Airports - Competency Development Program 6. Changi Airport Group - Workplace Transformation and how it builds Culture: Our Change Management Journey 7. Chhatrapati Shivaji Maharaj International Airport Mumbai - HR Change Management 8. Cochin International Airport Limited - Moulding of Airport Professionals: CIAL Management Trainee Scheme 9. Delhi International Airport Limited - Delight, Innovate, Aspire, Lead to Change 10. Fiji Airports - Change Management 11. GMR Hyderabad International Airport Limited - Change Management 12. Oman Airports Management Company - Oman Airports Excellence through Human Capital Development 13. Sharjah Airport Authority -

Change Management

Note: Submissions from Airport Members are listed in alphabetical order according to respective

airport company names.

Submission 1 Airport Authority Hong Kong

ACI Asia-Pacific HR Excellence Award 2019 â&#x20AC;&#x153;Managing Cultural Change in Airport Authority Hong Kongâ&#x20AC;? This Paper outlines the strategy and step-by-step approach the Airport Authority Hong Kong adopted in implementing various change initiatives since 2016 to instill a desired corporate culture to support the sustainable development of the Hong Kong International Airport .

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CONTENT Managing Cultural Change in Airport Authority Hong Kong

Entering Into A New Era

P. 2

Crafting A Change Plan

P. 3

Putting The Team Together

P. 3

Building An Enabling Infrastructure

P. 4

Measuring Current Values

P. 5

Deciding Where To Focus

P. 5

Executing With Excellence (1) Foster Collaboration

P. 6

(2) Embrace Creativity

P. 8

(3) Strengthen Caring for Staff

P. 10

Sustaining Momentum

P. 12

Summary And Way Forward

P. 14

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ENTERING INTO A NEW ERA Airport Authority Hong Kong Background The Airport Authority Hong Kong (AA) is a statutory body wholly owned by the Hong Kong SAR Government. Established in 1995, AA is responsible for the operation and development of Hong Kong International Airport (HKIA) supported by a workforce of over 2,400 professional and dedicated employees. Since its opening in 1998, HKIA has grown to become one of the busiest airports in the world and has been awarded with more than 70 “World’s Best Airport” accolades. In 2017/18, the airport served 73.6 million passengers, handled 5.1 million tonnes of cargo and airmail, and accommodated 423,390 air traffic movements. With more than 120 airlines connecting to over 220 destinations worldwide, HKIA is a leading international and regional aviation hub that helps maintain Hong Kong’s status as “Asia’s World City”. Development Plans To accommodate the increasing air traffic demand, HKIA is expanding into a Three-Runway System (3RS). Being the largest infrastructure project in the history of Hong Kong, the 3RS construction works commenced in August 2016 and is scheduled to complete in 2024.

Three-Runway System Project

The SKYCITY project, which sets to transform HKIA from a City’s Airport into an Airport City, was also unveiled in 2016 introducing a 25hectare retail, dining and entertainment development right next to HKIA. New Leadership Team Back in 2014/15 when the new CEO was on board, the organization was restructured and new Division Heads were recruited. With the change in leadership team and in light of HKIA’s expansion in the years to come, it is of utmost importance for staff members in the organization to have a shared vision and values so that everybody can work seamlessly as a committed team to deliver excellent results. It is against such a background that AA embarked on a journey of cultural change.

SKYCITY Project

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CRAFTING A CHANGE PLAN Clear Roadmap From The Outset Driving cultural change requires active leadership. To ensure success along our change journey to instill a desirable corporate culture to support the sustainable development of HKIA, Human Resources Department (HR) formulated AA’s cultural change plan using the action steps below:

PUTTING THE TEAM TOGETHER Revisit AA Vision, Mission & Values Top Team Alignment Workshop To kick start our change journey, alignment in leadership team regarding AA’s Vision, Mission and Values (VMV) is critical. The first thing that HR did was to organize a Top Team Alignment Workshop in August 2015, pulling together over 30 senior executives including the CEO, all Division Heads and Department Heads to revisit the VMV of AA. In revisiting the VMV, we were guided by three principles: Our Vision articulates where we are heading for; our Mission asserts what it takes to make our vision come true; and our core Values state our guiding principles on behaviors and attitude.

AA Top Management Team

Taking the views and suggestions collected at the workshop, a taskforce comprising Department Heads from all Divisions was formed to follow up on the drafting of the new set of VMV, which was subsequently endorsed by the Human Resources Committee (HRC) chaired by the CEO with all Division Heads as members. New VMV Under the new VMV, AA’s Vision and Mission statements were refined while core values were consolidated into “5Cs” namely Caring, Commitment, Creativity, Collaboration and Continuous Improvement, making it easy for everyone in the organization to comprehend. Following the HRC’s endorsement, the new VMV was announced to all staff members in February 2016 through a personal message from the CEO, which marked the beginning of our journey in the development and implementation of our step-by-step cultural change initiatives.

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AA Vision, Mission and 5Cs Values

BUILDING AN ENABLING INFRASTRUCTURE Embed Core Values into HR Systems Revamp Leadership Competency Model Leaders acting as role models are crucial to instill a sustainable culture. To enable the 5Cs to flourish, we started by revamping AA’s Leadership Competency Model along the 5Cs values, changing it from 11 to 7 leadership competencies for a better focus with clear behavioral indicators against each of them.  Collaboration for Achievement  Stakeholder Engagement  Change Leadership

 

People Development Business Acumen

 

Drive for Excellence Passionate Perseverance

The new Leadership Competency Model was immediately applied in core human resources processes, forming part of the assessment criteria for recruitment, performance appraisal, talent identification as well as the basis for developing AA’s learning curriculum, creating an enabling environment for staff members to live out the core values in their daily work. Form Culture Promotion Committee To make the transformation successful, a Culture Promotion Committee (CPC) was formed in March 2016. Chaired by HR with a cross-departmental membership at senior manager level, the CPC designs programs to promote AA’s 5Cs values beyond the organization’s formal systems and processes. Recommendations from CPC are to be presented to HRC for endorsement to ensure all initiatives will have the full support from top management.

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MEASURING CURRENT VALUES Conduct Pulse Survey and Focus Group Meetings Upon its formation, the CPC immediately conducted a pulse survey to ascertain the extent to which employees perceived the 5Cs values are being practised within the organization. In mid 2016, the CPC conducted 17 Focus Group meetings with employees at different levels (covering 10% of the total workforce) to obtain an understanding of their perception on AA’s corporate culture and collect their views and suggestions for improvement.

(Rating scale from 1 to 10)

Findings reveal that employees in general feel positive about “Commitment” and “Continuous improvement” as the can-do spirit and passion to strive for excellence are found to be strong at all levels. Areas where AA could do better are cross-departmental Collaboration, breaking bureaucracy to promote Creativity and Caring for people.

DECIDING WHERE TO FOUCS Identify Strategic Areas to Formulate Plans The feedback collected from Focus Group meetings had provided powerful insights to management as to what needs to be done better or differently to promote a desired culture. With further input from top management, strategic focus was identified based on which various change initiatives were designed and implemented. Core Value

Change Focus

Change Initiatives

1) Foster Collaboration

• New communication channels • Build positive and collaborative • Organization-wide Teambuilding dynamics across the organization Program

2) Embrace Creativity

• Break bureaucracy • Empowerment for value creation

• Work Improvement Team Program

3) Strengthen Caring for People

• Leaders to take the lead • Care for employee wellbeing

• Welfare and benefits enhancement

Furthermore, initiatives to raise overall awareness of the 5Cs values via other staff programs and culture events were also identified.

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EXECUTING WITH EXCELLENCE 1) Foster Collaboration Employee Communication Framework To foster an open communication culture conducive to building teamwork and collaboration across AA, an Employee Communication Framework was developed. Other than the existing channels for cascading corporate messages, new platforms were established to listen to the voice of employees and promote cross departmental communication to facilitate information sharing and strengthen bonding among staff members. Mingling with Management to Strengthen Bonding Launched in June 2016, Mingling with Management is a new communication platform whereby the CEO and Division Heads mingle and chit chat with general and mid-level staff on quarterly basis under a relaxing atmosphere. Each time around 80 staff members joined the mingling on a voluntary basis. Apart from business, the staff and the management can just enjoy knowing each other and chit chat. Over 530 staff members have participated in this initiative so far with very positive feedback received. HR Outreach Communication to Connect with Frontline Staff Besides gathering staff members to mingle with the senior management, HR also kicked off the Outreach Communication in June 2016 to meet frontline staff at their workplace regularly. Since its launch, 50 sessions have been held with about 530 staff attending so far. Through informal meetings with frontline staff in small groups, HR get a better understanding on the challenges they faced and how the management can effectively support them. Feedback collected were carefully reviewed with follow up actions taken as appropriate. Business Talks Series to Promote Cross-Departmental Understanding Starting October 2016, a new Business Talk Series was introduced under which Division and Department Heads were invited to share the latest development and corporate initiatives in their respective areas. This has not only responded to the call for more understanding of key initiatives/development projects of different departments, but also helped staff members appreciate the interrelationship among different projects and how they could support each other and contribute to the overall development. A total of 32 sessions have been organized with an attendance of over 2,000 staff since its launch.

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Organization-wide Team Building Program For All Staff Apart from organizing communication sessions on a regular basis, an organization-wide team building program was launched to promote teamwork and collaboration across all levels and departments. Starting with the top team, the program was first organized for over 40 senior executives (Department Heads & above) in September 2017. It was then cascaded to 130 senior managers in January/February 2018, 760 middle managers in May/June 2018, and finally 1,350 general and operation staff in October/November 2018. To ensure that we could achieve the program objectives, the following common features were built into the programs while allowing flexibility in the design of innovative activities to suit different levels of staff: Knowing Me Knowing You – The Color Test The Color Test was adopted throughout the program for all levels of staff whereby participants would know their own color (representing one’s preferred working style) by completing a questionnaire. The Color Test results were shared across levels and departments providing a common language among staff members. Tips on how to better communicate with supervisors, peers and subordinates of different “colors” were provided so that they could work more effectively with each other. The Power of WE In each session, staff members from different departments were grouped into teams and assigned to complete various tasks. While different activities were arranged for different levels of staff, all these activities were designed along the principle that results could only be achieved through cross-team collaboration. Full of fun and laughter, participants experienced from these team building activities the Power of “We” and were “wowed” by what they could achieved together.

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The team building program was highly appreciated by different levels of staff with an overall satisfaction rate of 5.13 on a 6point scale. Sustaining the momentum, the masterpiece jointly produced by the senior and middle managers during their respective team building sessions were exhibited at the lobby of AA’s main office building for staff members to appreciate the remarkable achievement of their collaborative efforts. In view of its effectiveness, the top management has decided to organize similar program every other year. The next round has been planned to kick start in 2019.

“The Big Picture” and “Airport City” displayed at AA main office building lobby

Our various efforts on fostering collaboration started to bear fruit. From a pulse survey conducted from October to November 2018 covering 800 employees, the area receiving the highest average score is “Fellow colleagues’ willingness to share information and support each other” (7.6 on a scale of 10).

EXECUTING WITH EXCELLENCE 2) Embrace Creativity Work Improvement Team (WIT) Program In AA, more than 50% of the employees are general and operation staff. To cultivate an environment to empower frontline staff so that their potential and creativity can be unleashed, the WIT program was designed and launched in April 2016. WIT is a small group of four to eight frontline staff from the same work place who voluntarily meet regularly, usually under the leadership of their own supervisor or designated facilitator, to tackle problems and create values relating to their job scope or work place. The group will be trained to analyze and solve problems, present solutions to management, and finally implement the solutions themselves. .

WIT Committee To ensure a systematic implementation, a WIT Committee reporting to the HRC with representatives from different departments was set up to provide dedicated management attention and support to the program. To facilitate program execution, HR plays a key role as the change catalyst responsible for the overall management of the whole program.

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Pilot Launch in Airport Management Division We started with Airport Management Division in April 2016 which has the largest number of frontline staff. While we invited nominations of facilitators from Department Heads to ensure they possess the required qualities to motivate their WIT members, formation of WITs by frontline staff are totally on a voluntary basis. Promotion The WIT Program introduced a “bottom-up” change management practice which was new to AA. As participation is totally voluntary, arousing staff members’ interest to join is critical. In March and April 2016, a total of 14 roadshows were arranged. Posters and leaflets were produced and posted at different offices. A WIT logo together with a slogan “Small Change, Big Impact” was also designed for staff to appreciate the WIT spirit. In 2017, a WIT website was launched in our intranet through which successful WIT stories and useful information are available at employees’ fingertips. Simple Procedures Standard templates and forms were designed to make it easy for the frontline staff to submit project proposals, formulate action plans and report project results. Training Tailor-made WIT training workshops were developed and conducted by HR to equip WIT facilitators and members with essential skills to kick-start and implement their projects. These include training on identifying, defining and analyzing problems as well as devising methods for generating solutions. Taking the “seeing is believing” approach, visits and best-practice sharing with WIT-practising organisations were arranged for WIT Committee members, Departmental Facilitators and WIT members to broaden their horizons and increase their can-do spirit. So far nine cross-industry sharing sessions have been organized for a total of 150 participants. Award and Open Recognition All completed projects were reviewed by the WIT Committee. To recognize their efforts and achievements, different levels of awards were given. A final presentation was organized for outstanding WITs to showcase their projects in the form of drama and to compete for the Grand Award. The winning WITs and their achievements are featured on HKIA News circulated in the airport community to openly recognize their contribution.

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Full Launch Riding on the success of the pilot launch where 25 WITs comprising 138 frontline staff members were formed, the WIT program was extended to frontline staff of all Divisions across AA in April 2017. The first ever AA WIT Convention was held at the AsiaWorld-Expo for the final presentation in November 2017, attended by over 300 participants including the Chairman of AA Board, AA top management and airport business partners. To-date, we have a registration of 128 WITs comprising over 530 frontline staff, out of which 121 WIT projects have been completed with a reported saving of over HK$47M (US$6M) and 83,300 man hours in different improvement areas covering customer services, work efficiency, safety and resources utilization. Extending the WIT Culture to Airport Community Walking the extra mile, we further promote the WIT program to our business partners in the airport community and facilitate them to launch their WIT within their business as a best practice to encourage creativity and continuous improvement.

EXECUTING WITH EXCELLENCE 3) Strengthen Caring For Staff Back to early 2016 when the AA’s VMV was revamped, in connection with one of our values – “Caring for People”, AA’s Employee Value Proposition (EVP) was devised and approved by the HRC. The EVP describes AA’s offer and commitment to existing and prospective employees.

Family-Friendliness and Employee Wellbeing Among many other HR programs and practices to deliver our “promise” to employees, continuous efforts have been made to enhance staff benefits and welfare. Medical and Health Caring for our employees’ wellbeing, medical and health plans have been enhanced with new features for all staff such as dental benefits and annual medical check-up in addition to raising benefits ceiling.

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Child Care Service – The Airport Preschool Understanding staff members need to strike a balance between work and family, the Airport Preschool, established in 2016 with a capacity to accommodate 46 children, provides service at an affordable fee to not just AA staff but people working in the entire airport community. It is the first corporate-affiliated facility in Hong Kong offering care and early education services for children aged below three. Because of its popularity, HR has started planning for the second Airport Preschool in 2018 which will double the size and capacity and is scheduled to commence operation in May 2020. Other Family-Friendly Benefits Apart from increasing maternity leave and paternity leave, we also introduced birthday leave, marriage leave and Airport Preschool subsidy as a support to general and operation staff using the preschool service. Breast-feeding policy was also developed to make AA a breastfeeding-friendly workplace to support working mothers returning from maternity leave. Creating a Happy Workplace On recreation side, funding for AA Staff Club has been doubled in the past two years so that a wider range of social, recreational and sporting activities could be arranged. Two new resort houses were also provided for staff’s leisure use with family and friends. To promote a happy workplace and healthy diet, free healthy soft drinks have been provided to staff since 2017. Starting from 2018, free fruits are also available for all staff members regularly on a grab-and-go basis. AA Wellness Weeks To promote a healthy lifestyle, the first AA Wellness Weeks was organized in September 2018 to promote AA’s caring to employees. Throughout the two-week campaign, a wide range of health and wellness activities were organized. The program was very well-received with 1,700 attendance and an overall satisfaction rate of 4.7 on a 5-point scale.

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Recognition from Industry Players Our extraneous efforts made in developing comprehensive caring measures for staff was well recognized. Below are the awards clinched by AA during the past two years:

Gold award in Excellence in Work Life Balance HR Innovations Awards 2017

HR Magazine

Excellent Family-friendly Employment Practices Award 2017/18

Outstanding Family-Friendly Employment Practices Award 2017/18

Hong Kong Institute of HR Management

Family Council of Family Bureau, HKSAR Government

SUSTAINING MOMENTUM Recognize Role Models and Raise Awareness Continuously Link 5Cs with Staff Recognition Program To reinforce and sustain the 5Cs culture, it is important to identify role model behaviors with open recognition on an on-going basis. To this end, we revamped our Staff Recognition Program in October 2016 into a two-tier program under which the assessment criteria is linked directly to the 5Cs values. The revamped program gives timely and round-the-year appreciation to deserving employees. Corporate Level Program At the corporate level, wider recognition was given to Outstanding Employees and Outstanding Teams demonstrating exemplary performance along the 5Cs values.

Apart from prizes of enhanced value, a video was produced for each awardee showing their success stories at AA Annual Dinner and our intranet. The awardees were also interviewed with their stories published on the HKIA News, a publication distributed throughout the airport community and available on HKIA website, instilling among the awardees a sense of pride for living AAâ&#x20AC;&#x2122;s core values at work.

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Department Level Program At the departmental level, greater flexibility with increased budget was given to Department Heads to arrange small gifts and staff gatherings to recognize performance of individual staff and teams and to celebrate success throughout the year. Encouraging Results As a result of the revamp, the number of nominations under the Corporate Program has a four-folded increase in 2016 and a further increase in 2017. Raise Awareness Continuously Corporate Gift To provide a constant reminder of the 5Cs values, a 5Cs Mug with a personalized nametag was produced and distributed to all staff members as Corporate Christmas Gift in December 2017. From then onwards, each new hire will receive a personalized 5Cs Mug on their first day of work as a heartwarming on-boarding gift, enabling every new hire joining the AA family to experience our care for employees. Escape Challenge In October 2017, we rolled out AA’s first-ever “escape challenge” activity entitled “Catch 5Cs If You Can” to raise staff’s awareness of the 5Cs values in a fun and interactive way. Staff formed groups of two to six to enter one of the two “escape rooms” with two different themes on AA’s business challenges (“Race to Third Runway” and “Sprint to Smart Airport”) set up at the G/F of AA’s main office building. In their selected room, teams were tasked to solve various puzzles within a time limit and find the missing elements (which are all related to AA’s 5Cs values) needed for the future development of HKIA. After the doors were locked, it would be a pressure-filled race against the clock to escape from the room. The thought-provoking activity had attracted an enthusiastic participation particularly from the younger generation. Step Challenge Riding on the success of Wellness Weeks, a “Step Challenge” Campaign will be announced in January 2019 to promote our caring for employees on maintaining a healthy lifestyle. Each staff member will be given a Step Tracker as Corporate New Year Gift which comes with a tailor-made Step Challenge page on its app. The app will enable the creation of a virtual community for participants to share their achievements anytime and anywhere. AA will be the first Hong Kong organization to launch such kind of corporate campaign with advanced technology and we look forward to receiving another round of active participation from staff members.

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SUMMARY AND WAY FORWARD In AA, we do not leave cultural change to chance but to create and manage it. Since 2016, different change initiatives have been implemented in a step-by-step manner to engage the AA workforce in moving towards the desired culture along the VMV of the organization.

With minimum external consultantsâ&#x20AC;&#x2122; support, HR has taken up the role of program designer, change agent and facilitator in each of the above initiatives to ensure that the activities are motivational and inspiring enough to ignite the passion of staff members in appreciating and practising the 5Cs core values at work. Through engaging and listening to our staff members along the journey, all the initiatives have been well received with the credibility of HR enhanced. Strong management support and staff active participation are also critical factors for success. Developing culture is a long journey. The insights, feedback and suggestions collected from the various programs have provided very useful and meaningful inputs for us to devise our future plans. Moving forward, a strong and sustainable culture aligned with our VMV is integral to AAâ&#x20AC;&#x2122;s long-term success. We look forward to celebrating the day when the 5Cs values become so strongly embedded in the organization that they become the DNA of AA.

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Submission 2 Airport International Group

The Evolution of Queen Alia International Airport Airport International Group

2018 Our Journey towards Success Establishing a Performance Driven Culture Human Resources and Administration Division Airport International Group

Table of Contents 1

| Executive Summary

| Airport International Group at a Glance

2.1 | Rehabilitation, Expansion and Operation

2.2 | Airport International Group Vision

2.3 | Airport International Group Mission

2.4 | Airport International Group Corporate Values

| A Performance Driven Culture

3.1 | A Remarkable Journey of Change

3.2 | Human Resources and Administration Division’s Contribution to Performance Success

3.3 | Engagement Enhances Performance

3.4 | Translating Our Values into Practices

| Conclusion

| References

5.1 | Competency Rating Criteria Per Level

5.2 | Internal Trainers Project

5.3 | Capability Development Program – Customer Excellence Training Outline

Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

1. Executive Summary When the Hashemite Kingdom of Jordan awarded a 25-year ‘Build-OperateTransfer’ concession to Airport International Group in 2007 to rehabilitate, expand and operate Queen Alia International Airport (QAIA), the Human Resources and Administration Division played a crucial role in driving organizational success - particularly within a dynamic, rapidly evolving and highly competitive industry. This was achieved through the enhancement of employee performance and engagement, paired with stringent adherence to and implementation of our core values. The Human Resources and Administration Division actively contributed to this successful shift by serving as a steadfast enabler and advocate of change, while involving all relevant stakeholders in the fulfillment of our overarching mission. In the following case study, we will walk you through our journey towards success over the course of the evolution of QAIA - showcasing the instrumental impact of the Human Resources and Administration Division. Furthermore, we will address ‘Change Management’ challenges and phases, and highlight how we tackled each: Preparing for Change, Managing Change and Reinforcing Change towards a ‘Performance Driven Culture’.

3 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

2. Airport International Group at a Glance Airport International Group is a Jordanian company comprising a consortium of local, regional and international partners brought together for their experience in airport operations and finance.

2.1 | Rehabilitation, Expansion and Operation In 2007, the Hashemite Kingdom of Jordan awarded a 25-year ‘Build-Operate-Transfer’ concession to Airport International Group to rehabilitate, expand and operate QAIA following an intensive international tendering process. Drawing on extensive regional and international expertise in airport operation and construction, Airport International Group invested nearly USD 1 billion in the rehabilitation of QAIA’s two original terminals, replacing them with a new state-of-the-art terminal that has bolstered Jordan’s ability to accommodate rising passenger numbers and support its thriving tourism industry. In March 2013, we inaugurated the first phase of the Kingdom’s landmark airport under the patronage of His Majesty King Abdullah II bin Al Hussein, marking a new era in Jordan’s aviation industry and economic advancement.

2.2 | Airport International Group Vision Position Queen Alia International Airport as a key contributor to the prosperity and pride of Jordan and its stakeholders by being among the world’s 20 best airports in its category.

2.3 | Airport International Group Mission Manage Queen Alia International Airport in a safe, efficient, quality-oriented and profitable manner in order to meet the expectations of all stakeholders - whether passengers, airlines, business partners, employees, shareholders or the Jordanian public.

2.4 | Airport International Group Corporate Values At Airport International Group, professionalism is not an aspiration but a standard - combined with integrity, work ethic and teamwork to take us to new heights. Our business is built on respect, commitment and passion for delivering unparalleled levels of excellence and innovation.

4 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

3. A Performance Driven Culture The following case study showcases the valuable contribution of the Airport International Group Human Resources and Administration Division to the evolution of QAIA, accomplished by building a performance driven culture towards customer service excellence and operational success.

3.1 | A Remarkable Journey of Change Despite multiple challenges, QAIA succeeded in achieving a number of distinguished milestones throughout the years, marking a new era in Jordan’s aviation industry and economic advancement. We at Airport International Group transformed our Human Resources and Administration Division and boldly approached the imminent change based on three main phases: Preparing for change, managing change and reinforcing change.

5 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

Preparing for Change: Our Change Management Strategy places special emphasis on establishing a performance driven culture in the long term - one that ultimately focuses on people. Change Starts with People: In change management, the most challenging aspect is people, particularly when employees hail from diverse backgrounds, which understandably poses both pros and cons. During this phase, we capitalized on the pros and managed the cons, ensuring that our people truly understood and experienced the value of change.

Managing Change: We translated our Change Management Strategy into tangible actions - as per the below model:

6 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

3.2 | Human Resources and Administration Division’s Contribution to Performance Success: 3.2.1 | Performance Management System: As a customer centric organization, we integrate our corporate values into our performance management system through a set of behavioural indicators (nine core competencies with a set of proficiency levels) that measure the way we deliver services. Objectives are ranked per level and measured through an effective measurement automated tool with effective, ongoing, twoway dialogue. See Airport International Group Competencies Rating Criteria (1)

3.2.2 | Effective Measurement Tools: We defined a set of key performance indicators to measure the effectiveness of objectives such as behavioural indicators, training outcomes, goals and technical competencies that are translated and measured through: a- Assignment, project implementation and successful completion b- Pre and post assignment c- Ongoing observance of behaviour and attitude d- 360-Degree feedback e- Pulse checks f- Open communication channels

3.2.3 | Leadership Nurturing: To unleash the potential and talents of our employees, we offer effective leadership programs and ongoing coaching, as well as Career Progression Navigation (CPN), Training Needs Analysis (TNA). Airport International Group leaders set a prime example for decentralization, delegation and empowerment, and nurture upcoming leaders within the team. We firmly believe that change requires champions and experts, hence we attract new leaders to support our continuous growth and development.

3.2.4 | Learning Organization: We believe in facilitating learning through the continuous transfer of knowledge amongst our people. Therefore, we have certified 18 internal talents (Phase 1-2018) who are experts within their respective domains and are considered ‘an Airport International Group treasure’ in building a learning culture, and are recognized as certified internal trainers by the Institute of Leadership and Management (ILM), United Kingdom. See Airport International Group Internal Trainers Agenda (2)

Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

3.2.5 | 360 degree feedback: We presented a 360-degree feedback process under our performance management system, in an effort to shape our internal culture by linking feedback into corporate competencies, bringing people together through the regular feedback tool and upscaling performance excellence.

3.2.6 | Work Environment: To attract and retain top performers and talents, we carry out an ‘Employer of Choice’ program that promotes competitive rewarding, career navigation and ongoing talent development, hence creating a motivating corporate culture that is closely aligned with our values.

3.2.7 | HR Technology: As part of the contribution of the Human Resources and Administration Division to the evolution of QAIA, we launched a userfriendly online job application platform on the Airport International Group website that covers interview evaluation, shortlisting and recruitment. Furthermore, we designed an electronic assessment tool to help assess the competencies of applicants at different levels depending on each vacancy profile so as to ensure best fit candidates and fair practice.

3.2.8 | Job Rotation: We designed and introduced our internal Job Rotation Guidelines to equip employees with the skills and knowledge they need for achieving career growth.

3.2.9 | Organization Design and Development: We are constantly improving speed of action, flexibility, efficiency, effective communication and prompt decision making by enhancing the span of control - in alignment with our Change Management Strategy.

3.2.10 | HR Business Partner Model: We announced a HR Business Partner Model that positions business partners as change agents - in collaboration with stakeholders and our Engagement and Social Committee (ESC) - so as to facilitate change throughout various phases.

3.2.11 | Capability Development Programs: We identified the competencies that successfully support our Change Management Strategy, as well as devised development programs geared towards customer excellence and leadership through our Customer Excellence and Leadership Development Programs. Emphasizing our commitment towards enhancing customer service via ongoing in-class and on-job training for employees at different levels depending on their direct interactions with stakeholders, we designed a comprehensive customer excellence training program as per the course outlines. See Capability Development Program - Customer Excellence Training Outline (3) As testament to our efforts in this regard, in 2012, the old terminal stood at 186th place in the Airports Council International (ACI) Airport Service Quality (ASQ) Survey - the world’s leading benchmark program for airport passenger satisfaction and service levels. Since then, QAIA has steadily risen through the ranks to come in at 41st place from amongst approximately 300 airports worldwide. In tandem, our management team members are enrolled in a leadership capability development program, namely the Airport Management Professional Accreditation Programme (AMPAP) - a pioneering global program that enriches business acumen knowledge within the aviation and airport industries.

3.3 | Engagement Enhances Performance We believe that high employee engagement drives performance on both individual and company-wide levels. Accordingly, we created the first engagement survey in February 2018, featuring regular online employee pulse checks for all activities conducted during the year. The survey comprised nine criteria:

8 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

Employee Engagement Survey 2018

• Employee Engagement Action Plan: Each criterion was reflected in an action plan that developed opportunities and maintained our strengths in order to achieve targets.

• Regular Employee Pulse Checks and Town Hall Meetings: Frequent pulse surveys were circulated and immediate action plans - such as team building activities and trips - were carried out. Following the dissemination of an employee medical insurance services survey, all feedback was taken into account to enhance the offering, as well as to measure the level of employee satisfaction. In tandem , we arranged an annual town hall meeting with Airport International Group chiefs, giving employees the chance to have a direct and open discussion with executive management.

• Departmental Champions: We established an Engagement and Entertainment Committee represented by a ‘champion’ from each department to stimulate employees to come up with new ideas, recommendations and suggestions. The committee Chairperson and Vice- Chairperson are elected every three months to give all members the chance to apply and hone their leadership skills.

• Training Leads to Hiring Program: Airport International Group partnered with the Ministry of Labour to launch a youthempowerment program titled ‘Training Leads to Hiring’. The program gives young people from the neighboring area of Al Jizah who have recently graduated from vocational schools and academic colleges and universities the opportunity to undergo on-the-job training. This setup underscores our commitment to supporting the local community in which QAIA operates, while also bolstering Airport International Group’s talent pipeline.

• Open Communication Channels: One of the most pressing challenges that companies face during change is fear of the unknown. To counter this issue, ongoing, open and effective communication must be sustained so that employees understand clearly who, when and how often to address a colleague or manager. During the recent change we underwent, we managed communication with all stakeholders by urging regular feedback, implementing an open-door policy, sharing news, announcements and guidelines on the internal portal and utilizing internal communication tools. To help employees feel that they were a part of the change and to ensure full adoption and support, their feedback was promptly analyzed in order to take the necessary actions.

• Diversity and Inclusion: We consistently managed employees from different backgrounds, genders, generations, knowledge levels and skillsets to foster a collaborative and supportive environment that drives valuable contribution and positive results from staff. Consequently, the results of the latest engagement survey ranked work environment among Airport International Group’s top areas of strength.

• Flexibility: As part of the Human Resources Strategy to boost employee productivity, we offered flexible working hours, which enhanced efficiency, engagement and productivity. We are currently considering introducing flexible contracts that allow employees to work remotely, depending on the nature of the job.

9 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

• Women Empowerment: Over the years, our female workforce has grown, spurred by the talent management process that gives women equal opportunities to unleash their capabilities. Airport International Group advocates women in leadership positions - such as chiefs and directors - with nearly 26% of career advancements being among females.

• Incubation of University Graduation Projects: In October 2017, the first cycle of the incubation of university graduation projects was inaugurated to champion youth innovation. The second cycle will start end of 2018 with Industrial Engineering students from the University of Jordan. This collaboration aims to drive synergy and bridge the gap between education and business, enabling students to develop their skills by providing the technical training, support and consultation needed to put their projects into practice and prepare them to enter the job market. The airport-academia partnership went beyond the traditional internship, whereby a notable accomplishment was achieved by one of the student groups, which received an Airport Service Quality (ASQ) MEA Innovation Award from the American Society for Quality in November 2018.

3.4 | Translating Our Values into Practices We apply our values in all Airport International Group practices, especially with regards to talent and performance management, career dialogue and development, and employee engagement, among others.

Airport International Group employees during a recent team building event (October 2018)

1.Innovation: Underscoring Airport International Group’s forward-thinking approach, multiple initiatives were introduced: a) Ideas with Wings: This initiative motivated employees to present suggestions and innovative ideas that aim to elevate the services offered at QAIA. Ideas were submitted and reviewed by the committee according to a set process detailed in the guidelines. b) Discovery Day: Employees may request to spend one working day at any other division/ department to learn about their scope of work and enrich their knowledge. This initiative is now applied within the Operations Division and will expand across the board in the near future. c) Uniform Committee: To achieve customer excellence, the Human Resources and Administration Division assembled the Uniform Committee, which takes into consideration different opinions and suggestions regarding the uniforms that best represent our corporate identity. 2. Team Work (Team Bonding and Fun Day): Throughout the year, the Human Resources and Administration Division conducted team-building activities for Airport International Group employees. These activities aimed to heighten engagement and team spirit, as well as to showcase our corporate values. Sessions were steered by executive management, which demonstrated how we could all lead by example and reflect these values in our daily activities. 3. Integrity: Integrity is the backbone of all daily practices at Airport International Group. 4. Passion: Believing in what we do is the key driver of success, fueling us to achieve our objectives and produce favorable outcomes. We recently launched the Career Progression and Job Rotation Guidelines - announced in Q4 2018 in addition to the criteria for each level and grade in order to encourage Airport International Group employees to further develop their knowledge and skills for future roles.

10 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

5. Professionalism and Commitment: These values were reflected in all aspects of the Human Resources and Administration Division’s practices to ensure the delivery of high quality work: a- Followed best practices within and outside the aviation industry b- Benchmarked the Human Resources Strategy with other best practices within and outside the aviation industry c- Followed up on all job description updates and ensured full understanding of responsibilities d- Created a culture of ongoing dialogue by promoting regular feedback, coaching and career talk in a systematic manner using the Performance Management System e- Promoted an enabling environment for change to take place smoothly by conducting a regular review of the organizational structure to widen span of control, which resulted in effective internal communications f- Reduced employee grievances by a substantial 70% in 2018. This was achieved through a proactive approach that encompassed on-the-spot actions, open communication channels and a culture rooted in corporate values. We believe that in order to achieve success, we must live by our corporate values, reflecting them on the ground to positively impact performance - both corporate and individual.

Sustaining the Change Since change is a dynamic process, sustaining the progressive transformations we have gone through is essential to maintaining the momentum and enthusiasm of employees. For this reason, in addition to periodically reviewing ASQ results, 360-degree feedback, Performance Management System outcomes and frequent pulse surveys, we track the employee engagement plan, conduct weekly meetings with change champions, as well as endorse open communication.

4. Conclusion Airports worldwide will continue to experience an upsurge in the number of travelers being served. To enhance passenger satisfaction, several changes must be implemented. In our case study, we added insights and facts on how we transformed the Human Resources and Administration Division at Airport International Group to contribute to the evolution of QAIA, elevate customer service and ensure operational success by building a performance driven culture and highly engaged team. Moreover, we significantly improved team productivity by applying a Performance Management System that draws on our corporate values to inspire talented employees to perform at their best, bolstered by the ongoing support of our CEO Kjeld Binger and our management team, who continually set forth a prime example in nurturing Airport International Group future leaders by serving as role models, offering mentorship and developing management capabilities.

11 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

5. References 5.1 | Competency Rating Criteria Per Level For each level and grade, we designed a set of competencies that meet each job requirement, alongside a detailed description and list of behaviors, which lead to the proficiency level needed to attain the job. In the below table, a sample of the competencies used for levels A and B is listed:

5.2 | Internal Trainers Project: Phase One v Training Courses for 2018/2019

12 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

5.3 | Capability Development Program - Customer Excellence Training Outline:

13 Our Core Values | Passion • Professionalism • Intergrity • Teamwork • Innovation • Commitment • Respect

Submission 3 Airports Authority of India

CHANGE MANANGEMENT AT AIRPORTS AUTHORITY OF INDIA

TABLE OF CONTENTS 1. Introduction……………………………………………………

 Background  About Airports Authority of India

2. Impetus for Change………………………………………..……03 3. Approach ………….……………………………………………..03

4. Work Plan/ Methodology ...……………………………….......04 5. Scope………………………………………………………..........04 6. Initiatives Under Change Management Programme………05 6.1 Organization Restructuring……………………………….05 6.2 Performance Management………………………………...06 6.3 Process Re-engineering……………………………………07 6.4 Capability Building………………………………………….10 7. Conclusion………………………………………………………..11 8. Glossary ………………………………………………………….12 9. References ……………………………………………………….14

1. INTRODUCTION 1.1 Background “Change is hard at first, messy in the middle and gorgeous in the end” -Robin Sharma Unprecedented changes are taking place at a breathtaking pace in the VUCA (Volatile, Uncertain, Complex and Ambiguous) world. Global economic competition, breathtaking improvements in telecommunications and information technology require Organisation to be more responsive to the needs of customers and stakeholders like never before. Therefore, the Organisation needs to constantly review and redefine the way it operates, interacts, interface and transacts with its stakeholders. Stepping into a brand new path is difficult but the only way to grow.

1.2 ABOUT AIRPORTS AUTHORITY OF INDIA Airports Authority of India (AAI) has played a vital role in enabling air connectivity in India. The organization manages more than 129 airports, handles more than 150 million passengers and moves almost 2 million tons of cargo each year. AAI has not only created world-class infrastructure in the country, but also has managed it effectively to ensure a delightful customer experience while still ensuring a reasonably profitable enterprise.

2. IMPETUS FOR CHANGE Given the expected surge in air traffic in India, AAI needs to be adequately prepared to face several challenges and opportunities in the coming years. Top priorities include creating the right organization structure to handle increased volumes and developing capabilities to help AAI achieve its vision, mission and objectives. In order to help AAI, achieve its ambitious growth plans, a need for Change /Transformation was felt across AAI. In this context, AAI envisaged a Change Management Program titled “Project Utkarsha” in alignment with key Objectives of the AAI – aimed to help the organization achieve its ambitious growth plans. A combination of initiatives was launched to not only strengthen the business performance and health of AAI but also to achieve and sustain change. The Project “Utkarsha” was initiated with two major goals in mind—organization restructuring and capability enhancement in line with the following strategic imperatives:    

Provide world-class infrastructure and services to staff and passengers at airports Exploit the potential of city side land areas of airports through appropriate land development plans Increase commercial revenue by restructuring existing infrastructure and strengthening the commercial department to augment non-aero revenues. Excel in airport performance and create a better image, especially in Asia and the Asia-Pacific region

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3. APPROACH For change to happen, it is important to create excitement throughout the organization. This was done through clear communication strategies and regularly demonstrating tangible performance improvements to build momentum. Sharp focus on “people issues”, fostering collaboration, communication and transparency between leaders and employees and building their capabilities were the critical guiding principles adopted during this journey. Multi-disciplinary teams across the organization were empowered in this journey of transformation based on experiences that when such teams are exposed to best practices and handheld through the change, they can go on to achieve desired results.

4. WORK PLAN / METHODOLOGY A comprehensive diagnostic was conducted to assess /understand the existing organizational structure along with key challenges in the operating environment and benchmark against peer organizations. In addition to extensive data collection, documents and benchmarking studies, interviews were conducted with AAI officials & several influential stakeholders. The change Management Program (Project “Utkarsha”) focused on the following four themes for the diagnosis: A. Strategy: key aviation trends and airport performance data were used to determine strategic priorities and shifts for AAI. B. Structure: The existing organization structure was benchmarked against leading airports including joint venture airports. The options for organization design were finalized based on an analysis of AAI’s size and developed in line with AAI’s strategic priorities and growth plans. C. Processes: A diagnostic of important organization & human resources(HR)-related processesto performance management, talent management and project management- was conducted to check the gaps and to suggest improvements D. People: The roles, responsibilities and key performance indicators (KPIs) of senior positions were defined and fine-tuned along with developing capability-building modules for prioritized areas. In addition to the above, pilot visits were also held at Airports to understand “on the ground” challenges and get clarifications on data, based on which a preliminary view was built for transition across all airports. A Change Management Unit (CMU) comprising Executives across departments was set up to design & implement the key interventions & initiatives. The Change Management Unit focused on leading organizational change across AAI, building capability across AAI & driving and tracking implementation. The CMU was entrusted with responsibility to ensure smooth implementation & institutionalization of the various initiatives under Change Management Program.

5. SCOPE Project “Utkarsha” included initiatives that were also classified under the four key themes as given below: a) b) c) d)

Organization Restructuring Performance Management, Process Re-engineering, Capability Building.

The scope of work under aforementioned themes encapsulates: Organization Restructuring: Based on the diagnosis of current organization structure of AAI, it was found that airport organization structure requires a change across four core levers –  Harmonization of manpower across Departments  Reducing Span of control of Airport Director to ensure effective oversight  Consolidation of departments & ensuring clarity on accountability  Reallocation of Manpower to correct top-heavy organizational pyramid to strength the base Performance Management: The critical step in managing talent effectively is having a strong performance management system which (rewards and in turn) enhances accountability. Various issues that have surfaced out of the diagnostic study include unclear KPIs and targets and paper based views with no mid-year evaluations. Therefore, there is a scope for improvement to include clear, consistent and quantifiable KPIs and targets that can motivate higher levels of performance.

Process Re-engineering: AAI has shown consistent performance over the years using leading technologies for critical functions such as operations and finance (AIMS and AOCC), attending to approximately 86% of customer complaints within four hours of receiving them and employing data collection for charges and billing for more than 80 airports. Despite this, AAI could work on various fronts to improve its performance through process re-engineering to match the standards of high performing global airports and Indian PSUs. Capability Building: A detailed capability-gap assessment was conducted with the focus on three core areas- training on strategic imperatives, business skills & technical skills to understand existing capability gap in the organisation.

6. INITIATIVES UNDER “CHANGE MANAGEMENT” PROGRAMME During Change Management programme at AAI, various initiatives which were undertaken are categorized across four (4) priority themes:

6.1 Organization Restructuring 6.1.1. Organization Structure Harmonization across 20 pilot units (airports and RHQs) 20 pilot units (18 airports and 2 RHQs) contributing ~70% to AAI handled traffic in India were identified for carrying out Organization restructuring and manpower-sizing initiatives. In this area, some of the key initiatives which were undertaken are as given below:  Reallocation of manpower across departments was done to ensure effective oversight.  Rationalization of manpower across departments was done to ensure that each department is optimally staffed  Span of control of Airport Director was reduced along with consolidation of departments to ensure effective supervision & clear accountability.  Top-heavy organizational pyramid was corrected to strengthen the base and ensure that there are adequate people for monitoring and execution. Key changes were brought out across Airports for harmonization of structure, rationalization of span of control for respective HODs and consolidation of departments leading to the augmentation of manpower productivity.

Impact Achieved  Reallocation of manpower across directorates was done effectively across identified units.  APD span of control reduced by ~30–50 percent across pilot units  Correction of top-heavy organizational pyramid to strengthen the base and ensure that there are adequate people for on-the-ground monitoring and execution  Creation of new departments like the APD Strategy and Business Analytics cell to aid the APD in effectively controlling operations and MIS

6.1.2 Creation of a pre-qualified pool of empaneled APDs A pan India pool of pre-qualified and pre-selected Airport Directors for immediate deployment on need basis was created in order to shift from existing mechanism of conducting independent selection interviews for individual vacancies. In order to run this process, the existing eligibility criteria & mechanism for selection of APDs was assessed and accordingly objective eligibility criteria & scoring mechanism were created.

Impact Achieved    

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Created a pool of 36 pre-qualified executives in 2017–18 8 executives have been empaneled for RED/Grade 1 airports 15 executives for Grade 2 airports 6 executives for Grade 3 airports 7 executives for Grade 4 airports

6.1.3 Restructuring the Commercial directorate To drive the restructuring exercise in Commercial Directorate, a detailed workload analysis was conducted across core activities undertaken by the directorate, factoring in both ongoing and future changes in the directorate’s way of working. It was ensured that the following activities are considered while drafting the manpower plan:  Strengthening of Commercial presence at field stations  Mapped commercial revenue growth targets  Benchmarked AAI commercial productivity with international and JV airports as well as similar industries

Impact Achieved 



Introduced a balance in the employee structure with adequate people at the top level to frame and implement policies and monitor RHQ/airports and an adequate number of executives at the lower level for maximum execution support. Augmented strength of Commercial Department leading to increased productivity.

6.1.4 Restructuring the Operations directorate at the CHQ Conducted a detailed diagnostic to understand the existing organizational structure, and key challenges in the operating environment, paving the way for recommendations on restructuring and creating a roadmap to overcome the prevailing manpower crisis.   

Conducted analysis of capability-gaps through benchmarking with International & JV airports Clarified the structure and roles of departments under the Operations directorate at the CHQ to align with the proposed structure at stations and RHQs Proposed the streamlining of key processes and earmarking opportunities for outsourcing, as required

Impact achieved  

Restructured the Operations directorate at CHQ with a transition from functional to regional structure. Merged the Aerodrome Licensing directorate with the Operations directorate to ensure synergies

6.2 PERFORMANCE MANAGEMENT 6.2.1 Transformed performance management via SMART KPIs, cascaded target setting and normalized evaluation SMART KPIs were created for top 100 executives ensuring objective performance assessment, including all Board Members, EDs and select GMs for 2016-17, 2017-18 and 2018-19. Following design principles were applied when creating role objectives and KPI evaluation sheets:  KPIs were linked to AAI’s strategic imperatives  Significant prominence given to individual’s contribution to revenue generation and cost

reduction  Input and output metrics were combined to create KPIs  KPIs encapsulated contributions from MoU, Strategy & Finance, Functional, Organization and

Competency  KPIs were designed using SMART guidelines – Simple & specific, Measurable, Achievable &

agreed, Result-oriented and Time  KPIs were designed in line with specific roles across designations wherein there shall exist due

variance between strategic and operational priorities

Impact Achieved  Standardized PMS forms built in SAP database for E8–E9 and E1–E7 comprising evaluation mechanisms to quantify KPIs  Directorate-wise KPI library built to include 200+ Metrics and SMART KPIs across all levels of the organization, to act as easy reckoner

 Rating methodology for E8 and above made consistent with the new DPE guidelines and the rest of AAI

6.2.2 Regularizing Business performance reviews Significant scope exists to improve business review processes in AAI to match the standards of high-performing global airports and those of Indian PSUs. Prime focus areas were: – Practices related to data collection – Methods of consolidation and analysis – Generation of insights and reviewing cadence Hence, for this, Quarterly Business Performance Reviews (BPRs) were initiated which were led by the Chairman.

Impact Achieved  Reviews captured performances across volumes, financials, customer management, safety, and projects for airports and regions  Conducted analysis to assess performance and created visual dashboards to depict performance over last quarter/year and against targets  5 Corporate and 5 Regional Chairman-led analytical data-driven BPRs held

 Dedicated team created under Finance directorate to manage end-to-end processes including data collection, analyses and creation of output templates

6.3 KEY PROCESSES 6.3.1 Redesign procurement through rate contracts A detailed study was conducted to analyze 50,000 line-items in SAP MM module to identify items to be procured applying principles such as frequency, spend, inputs from key stakeholders across directorates.

–

Two modes of procurement were identified to streamline procurement and reduce repeated tendering, impart flexibility and avoid cost fluctuations for frequently purchased items:  Procure via GeM  Procure via rate contracts (RCs) for one or two years, with AMC attached for four to five

years, through reverse auction method

– Two-pronged approach based on norms (Technical complexity, Vendor availability, Frequency, Spend) and subsequent classification finalised to identify items to undergo rate contracts/procured via GeM

Impact Achieved  Reduction in tendering time by 60–70 percent (across select airports) and efficient management of the lead time of delivery since a consolidated requirement is provided to vendors instead of sporadic purchases

 Introduced best practices to streamline the procurement process across four stages— identification of frequently purchased items, ARC initiation, ARC utilization and impact assessment, and ARC updation including Identification of frequently purchased items  10 items were awarded under ARCs with potential cost savings of INR 7–8 crores (based on rate differential)

6.3.2 Maintenance contract consolidation across 18 pilot units With the presence of independent verticals reporting directly to APD/RED, an issue of working in silos leading to lack of synergy and coordination in maintenance contracts came into existence. There were multiple small contracts for each vertical resulting in increased time of tendering and inefficient execution.

 Electrical & Civil contracts consolidation: Based on commonality of work, date of award and feasibility, all civil and electrical maintenance contracts were consolidated across identified 19 pilot Units.

Impact Achieved  Consolidation of civil & electrical maintenance contracts across departments within the airport helped reducing tendering time, bid-cycle time and therefore costs  Estimated reduction of nearly 60 percent in contracting workload with the proposed contract consolidation initiative at these airports  Number of contracts with 24 months’ duration brought down by ~70% and increase in access to better vendors  15-20% increase in discount on "Statement of Rate" achieved across most of airports



OEM contracts consolidation: OEM contracts consolidation were achieved at Pan-India level.

Impact Achieved  Reduction in repetitive tendering and hence more time available for critical activities.  Easier supervision and contract management for AAI as there would be a need to interact with only one supervisor/manager from the contractor’s side.  Efficient delivery of work due to economies of scale on overhead costs.

6.3.3 Transform project philosophy by shift to Engineering, Procurement or Construction (EPC) Mode and contractor empanelment A sample analysis of 25 completed projects (>INR 10 cr) was conducted wherein some key challenges were observed in the Tendering and Contracting of Projects and major revelations from this analysis were:

– 19 projects were delayed by more than six (6) months – 15 projects were delayed by more than twelve (12) months – Cost Overruns (over original award value) by an average of 24 percent To overcome these issues, a shift in the organization’s project execution philosophy was made by moving from item-rate methodology to EPC mode. Benchmarks across PSU such as NHAI, Power grid, Railways were studied to gauge the advantages of EPC model & the following initiatives were undertaken:

– Created "effective bundles" by types of work (cityside + terminal and airside) to avoid time overruns and to get access to experienced and high-quality contractors

– Created strengthened pre-qualification (PQ) criteria to empanel experienced contractors – Applied the strengthened PQ criteria to empanel five or six best-in-class contractors across three areas—category of projects, region and type of work such as cityside +terminal and airside – Selected the right "contracting model" to award contracts, i.e. EPC vs item rate.

Impact Achieved  EPC model deployed for large value projects, 3 awarded1 with 8 under pipeline having resulted in a 40–50 percent reduction2 in execution time  AAI’s project execution capacity augmented to enable readiness to execute Projects amounting INR 5,000 crore per annum

6.3.4 Institutionalize succession-planning process It was identified that 40 % of key AAI executives, mostly Board members, will retire in the next three (3) years. Within the next five (5) years, 77 % of Executive Directors & 50% of General Managers are expected to retire. Getting replacements on board in time is an important tool for business success, continuity and sustainability. Therefore, in order to cater to the vacancies created at the higher level, a Succession Planning Policy was formulated.

Impact Achieved  Succession Planning Policy of AAI was formulated & approved.  Successors were identified through internal promotions and external sources.

6.3.5 Data-driven reviews through HR and Commercial dashboards Based on the diagnosis, it was found that AAI generates a lot of data across directorates which is not collated frequently, is not available in a user-friendly format and nor is it captured at a central source. This result in delays in answering of critical queries raised by external stakeholders, issues in tracking performance and misalignment between business objective and performance incentives. Hence, functional dashboards were designed for HR and Commercial departments to increase the efficiency in generating data thereby leading to faster decision making.

Impact Achieved  Six (6) functional dashboards were designed for HR and four (4) for Commercial directorates.

 Dashboard provided a data driven, objective perspectives of a department’s performance relative to its strategic goals leading to prompt decision making and to guide management’s review meeting  These dashboards will help track progress across key activities to ensure a smooth succession

6.3.6 Implement new Delegation of Power (DOP) policy to empower regions and airports It was observed that significant centralization of powers in DoP policy is resulting in slow decision making and lower accountability. Hence, detailed interviews with Members and HoDs of Commercial, HR, and Engineering were conducted to understand the key areas of improvement. Impact Achieved  Based on this, certain changes were made in the existing DOP Policy and a new DoP document was released in January 2017 with decentralized powers & revisions across the five 1 Allahabad, Bareilly and Vijayawada terminal building projects awarded 2 Based on 2 projects awarded under EPC – Vijayawada and Allahabad wherein the terminal building project was completed by 12 months compared to typical 22 months

(5) priority areas of non-aero revenue, HR function, project management, procurement, and repairs and maintenance of security equipment, GSS tech. equipment, IT equipment, airport systems and CNS.

 Roles and Responsibilities were re-engineered at CHQ, RHQ and airports leading to faster decision making and increased accountability.

6.4 CAPABILITY BUILDING Based on the detailed Capability-gap assessment, Capability gaps were identified in business skills of AAI and accordingly, a six-month capability-building program was rolled-out to strengthen capability deficient areas, units and functions. Various initiatives were undertaken to build short term as well as long term capabilities of AAI by identifying capability deficient areas; forming external partnerships with corporate training institutes, business schools and subject matter experts to help develop and deliver training programs on specific topics; delivering trainings for program management of development of technical training modules.

6.4.1 Business & Strategic skills training programs for select AAI executives The following eight (8) business skills were identified to be delivered across levels of the organization and Executives were imparted trainings in the capability deficient areas:

1. 2. 3. 4. 5. 6. 7. 8.

Leadership development Stakeholder management Communication skills Driving business performance Employee performance management Customer orientation Team management Problem Solving

Impact Achieved  More than 1,000 executives were trained across 10 training modules  Long-term capability building program was also designed to institutionalize the training program in the organization  Critical business and strategic trainings included in the annual training calendar

 Trainings on technical skills such as non -aero revenue maximization and city side land development were also undertaken with relevant top executives

6.4.2 In-house development of technical training modules In order to improve business performance at AAI, it was found that new training programs need to be created on an on-going basis. Depending on the nature of the training programs, the content of the trainings was developed in-house by constituting a Content Development Team.

Impact achieved  In order to ensure standardized trainings are delivered across directorates, training grids have been designed for critical directorates—Aerodrome Planning, Operations, Engineering, Commercial Retail and Services, Finance, HR, Cargo, Land and APD  A Project Management Office (PMO) comprising 3-4 executives from Indian Aviation Academy (IAA) & respective directorate was set up to develop in-house training modules

6.4.3 Long-term MoUs with premier B-schools for training In order to sustain business skills training, AAI has developed new MOU partnerships with four premier business schools (IIMs at 03 locations and MDI) to ensure high-quality leadership training for its senior executives.

Impact achieved  MOU with IIM Bangalore, IIM-Lucknow, IIM-Indore and MDI-Delhi has been signed  Two batches covering nearly 50 executives have already been trained at IIM Bangalore and plans formulated to train three (3) batches per annum

6.4.4 Strengthen Commercial & Training function In order to strengthen the Commercial & Training function and to ensure global best practices are adopted for non-aero revenue maximization, critical external experts for the directorate were identified in the following areas: – Advertising Expert – Transportation Expert – Food & Beverages Expert – Training & Development Expert

Impact achieved Accordingly, following two headhunter firms were empaneled to hire suitable, high-quality professionals 1. M/s Michael Page International Recruitment Pvt. Ltd. 2. M/s ABC Consultants Pvt. Ltd.

6.4.5 Annual Conference of Top AAI Executives An Annual Conference on "Change Management" was conducted amongst top AAI executives in June 2018 to share the various change management initiatives undertaken across AAI by various directorates along with a training seminar delivered by Airports Council International (ACI) across various levers of change. On day 1, a training seminar was conducted by Dr. Luigi Giuseppe Sulmona from ACI & on day 2, Impact of change management initiatives at CHQ/airports/region was discussed.

CONCLUSION

The Change Management interventions through organization restructuring and capability building initiatives have created a launchpad for AAI to transform by strengthening its Human Resource (HR) capabilities. Execution of strategic shifts across AAI will ensure building of a robust platform for paradigm shift in key processes and consequently a leaner and more efficient organization. With an increased focus on its people, capabilities and processes, AAI can grow faster and stronger thereby helping AAI achieve its ambitious growth plan. It is indeed not a milestone but an odyssey to become a global leader in the Aviation Sector.

Glossary

AAI

Airports Authority of India

ACI

Airport Council International

AMC

Annual Maintenance Contract

APD

Airport Director

ARC

Annual Rate Contract

BPR

Business Performance Reviews

CHQ

Corporate Headquarters

CMU

Change Management Unit

CNS

Communication Navigation services

CUSS

Common Use self service

CUTE

Common Use Terminal Equipment

DGM

Deputy General Manager

DoP

Delegation of Powers

DPE

Department of Public Enterprises

Executive Director

EPC

Engineering Procurement Construction

Financial Year

GeM

Government E-Market Place

Ground Handling

General Manager

GSS

Ground Safety and Security

HoD

Head of Department

Human Resource

IAA

Indian Aviation Academy

IIM

Indian Institute of Management

INR

Indian Rupee 12

JGM

Joint General Manager

Joint Venture

KPI

Key Performance Indicator

MDI

Management Development Institute

MIS

Management Information System

Material Management

MoU

Memorandum of Understanding

NHAI

National Highways Authority of India

OEM

Original Equipment Manufacturer

Pax

Passengers

PMS

Performance Management System

Pre-Qualification

PSU

Public Sector Undertaking

Rate Contract

RHQ

Regional Headquarters

SAP

Systems Applications Processing

Reference List

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Clarke, Thomas & Clegg, Stewart (1998) Changing Paradigms: the transformation of management knowledge for the 21st century, Harper Collins Business.

Bolman, L. G., and T.E. Deal. 1991. Reframing Organizations: Artistry, Choice, and Leadership. San Francisco, CA: Jossey-Bass Publishers.

Flanagan, Patrick. 1995. The ABCs of changing corporate culture. Management Review (July): 57-61.

Goldberg, R. A. 1997. Talking about change. Issues and Observations 17. Greensboro, NC: The Center for Creative Leadership.

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organizations. Army Organizational Effectiveness Journal 1: 25-29. 8.

Krepinevich, Andrew F. 1995. Restructuring for a new era: framing the roles and missions debate. Defense Budget Project, Washington, DC.

Lawrence, P. 1968. How to deal with resistance to change. Harvard Business Review (January-February).

10. O'Brien, Bill. 1996. Transforming the character of a corporation. The Systems Thinker 7 (2). 11. Oâ&#x20AC;&#x2122;Toole, J. 1995. Leading Change. San Francisco, CA: Jossey-Bass Publishers. 12. Schein, E. H. 1988.Organizational Culture and Leadership. San Francisco: Jossey-Bass. 13. Theobald, R. 1994. Visionary planning for a compassionate era. Planning Review 225: 1214. Trice, H.M., and J. M. Beyer. 1993. Cultures of Work Organizations. Englewood Cliffs: Prentice Hall.

Submission 4 Airports Vanuatu Limited

ACI ASIA-PACIFIC HUMAN RESOURCES EXCELLENCE RECOGNITION PROGRAM 2019

AIRPORTS VANUATU LIMITED APPLICATION HUMAN RESOURCES EXCELLENCE RECOGNITION PROGRAM 2019

APPLICATION HUMAN RESOURCES EXCELLENCE

Project

RECOGNITION PROGRAM

Country

Vanuatu

Airport Name

Airports Vanuatu Limited

Submission Title:

AVLâ&#x20AC;&#x2122;s submission to ACI Asia-Pacific Human Resources Excellence Recognition Program 2019

Project Manager

Joanne Bani

Title

Manager Human Resources

joanne.bani@airports.vu Contact Details

Project Advisor

Phone: (+678) 25111 | EXT: 152 | Mobile: (+678) 7544460

Owen Ryan aerodromesos@gmail.com

Contact Details

00353879186030

Contents

About Airports Vanuatu Limited ................................................................................................................... 4 AVL Change Management Programme......................................................................................................... 4 How to Deliver the AVL Vision ...................................................................................................................... 5

ICAO defines as Change Management.......................................................................................................... 5 Examples of Change Management Programme at AVL ................................................................................ 6 Training Needs Analysis ................................................................................................................................ 6

AVL 20/20Vision+ (AVL - Primary Change Programme) ................................................................................ 6 AVL - State Agencies Partnerships - Vanuatu Qualifications Authority (VQA) ............................................. 7

AVL - Partnerships with Academic Agencies ................................................................................................. 7 Academic Partnerships ................................................................................................................................. 8

AVL Change Management â&#x20AC;&#x201C; Next Steps ....................................................................................................... 8 Aviation Training Academy ........................................................................................................................... 8 Airport Operations Diploma.......................................................................................................................... 9 In conclusion ............................................................................................................................................... 10

About Airports Vanuatu Limited Airports Vanuatu Limited (AVL) is the gateway for Vanuatu’s islands to the world. Vanuatu is an island nation comprising of 13 islands and 60 islets that form a Y-shaped chain in the southwestern Pacific Ocean. Vanuatu is situated about 1,200 miles (1,900 kilometers) east of Australia. The capital and largest town, Port-Vila, is on Efate, the main island.

Airports Vanuatu Limited (AVL) is tasked with managing the three primary airports on the islands. AVL’s airports are central and pivotal to the future development of Vanuatu. AVL has developed a Master Plan to outline the steps that must be followed to ensure commercial success and future economic growth for Vanuatu, into the future.

AVL Change Management Programme As part of AVL’s vision for excellence it has been engaged in a detailed change management process to ensure staff can deliver on organisational objectives. This will be achieved by AVL following the ICAO competency model which states that staff should receive appropriate training so that each individual should be competent in whatever task they are required to perform at the aerodrome. The AVL senior management team decided that a centre piece of the AVL Change Programme, the organisation would complete a review on how it operates through a ‘deep dive’ to find a path that the organisation could follow to give the desired results. AVL engaged ACI to complete a detailed Training Needs Analysis (TNA) programme which was completed in Feb 2018. The TNA was completed by a working group of 7 AVL staff drawn from each department supported by ACI consultant. One of the main tasks assigned to the TNA group was the development of a vision statement. The group decided to use ICAO’s definition of competency (as outlined in ICAO Doc 9941) to meet AVL’s vision, accordingly the following was decided;

AVL is actively…..

How to Deliver the AVL Vision In order to achieve success the organisation require a Change Management Programme that will deliver of our vision. What will AVL look like as a result of the programme, it should: a) Enable AVL to achieve a much-improved national standing where the contribution AVL makes to the well-being of the state is appreciated nationally and is well reflected in the pride staff display from working with AVL. b) AVL’s international profile and footprint in the region and globally enhanced to level where the AVL brand of excellence is well recognised and seen as the template for airports of this size.

ICAO defines as Change Management a) Is was important for AVL to know what is meant by Change Management, for that we looked to ICAO for a definition; ‘A formal process to manage changes within an organization in a systematic manner, so that changes which may impact identified hazards and risk mitigation strategies are accounted for, before the implementation of such changes. b) AVL has made a strategic decision to apply for the ACI Asia-Pacific Human Resources Excellence Recognition Program 2019. The rationale behind this decision is shaped by two primary AVL strategic objectives;

 The drive for organisational excellence at all levels within AVL.  The desire to build an international profile and become an industry leader in the region

c) AVL have commenced researching international programmes that should well assist AVL in the drive to achieve our objectives, one such example is the International Civil Aviation

Organisation’s No County Left Behind. Members of AVL Board of Directors have established a connection with this programme and further contact is planned.

Examples of Change Management Programme at AVL ‘Change Management’ steps taken by AVL since we commenced this journey; Training Needs Analysis - (AVL & ACI World) 

Provided AVL with a comprehensive report based on best international practice in respect of airport development



A detailed review of AVL compliance requirements to ensure AVL is in line with national & international standards, recommended practices and best practices



The ambition to open an aviation academy at AVL that will provide a modern, state of the art training facility for AVL and that ACI would recognise and when approved, place global training programmes at AVL



The plan to deliver of the ACI/ICAO Aerodrome Certification (on-site) which has now been completed when AVL successfully hosted the ACI/ICAO Aerodrome Certificate course at AVL

AVL 20/20Vision+ (AVL - Primary Change Programme) a) AVL TNA made a proposal to actively support change at our 3 airports by providing a platform where positive steps to deliver on our vision could take place in a planned process. We decided to call this platform 20/20Vision+. This is a take on the plan to how we improve to the year 2020 and the plus symbol is to take us to the next 5 years.

b) It was very important that the programme be seen as a staff initiative and to do so we looked for volunteers that were to become known as ‘Change Champions’. c) With the support of AVL senior management we set about to deliver on a range of ‘firsts, for AVL, examples below;  Availability of Industry Training Programmes (ACI, ICAO & AVSEC New Zealand) at AVL

 State certification for certain AVL staff disciplines (Fire/AVSEC etc.)  Academic opportunities with Universities of Vanuatu (Chinese language courses have commenced) d) It is very important in our desire to develop an international footprint that we develop and facilitate a direct relationship between AVL and external aviation global training providers, namely ACI, ICAO & NZ ASTC Training Centre. AVL HR Manager has been introduced (electronically) with ACI Global Training and now a direct relationship has commenced, and these relationships can now be managed directly by AVL.

AVL - State Agencies Partnerships - Vanuatu Qualifications Authority (VQA) a) AVL set about meeting the local universities to see could we find common purpose. We pointed out that there are many technical & skilled tasks at the airport that could attract national certification. b) AVL has applied to this national platform to recognise the educational levels and technical skills. The primary functions that AVL has considered the following sections within AVL for this process;  Fire Service – Entry & Advanced Aviation Fire Fighting  AVSEC – Entry level Aviation Security Modules  Maintenance – Advanced Aviation Instrumentation (Instrument Landing Systems) c) Outcomes to date Agreement in principle has been reached with VQA. A test case has commenced in respect of AVL Fire Service.

AVL - Partnerships with Academic Agencies a) AVL has undertaken a unique process with educational bodies based on the Island Academic Agencies to strengthen the Change Management process within AVL.

Academic Partnerships - Vanuatu Institute of Public Administration and Management (VIPAM) As part of our collaborative effort with VIPAM, 15 AVL staff across the various sections have been selected to attend the Chinese Language Course which is fully funded by the Chinese Embassy.

The University of the South Pacific (USP) This University provided English language tests for AVL staff. The 20/20 Vision + group completed the first test as a sample of how it could be rolled out to others at AVL. The outer two island airports staff have also sat the test with the rest yet to be rolled out. One of the AVL staff has been appointed as an invigilator to facilitate these tests

AVL Change Management – Next Steps AVL has continued with our staff development programme in particular; Aviation Training Academy a) This will be a state if the art training venue which will provide;

 One training room to seat 24, including latest technology, wireless projector, smart boards and Skype capabilities.  One Training Office  One reception area  Toilets  Breakout room  Farea refurbished  The parking area in front of offices to be rehabilitated

b) A delivery timeline by end of April 2019 is expected and it is expected that ACI will deliver courses from this centre

c) This project is a major expenditure for AVL and the case for making this decision must be well made and stand scrutiny. We have previously completed a training provision costs analysis during the AVL TNA process, where we now know the costs of students

attending courses abroad and how that limits the number of AVL personnel able to attend these valuable courses.

d) Add to that the cost of hosting the ACI/ICAO Aerodrome Certification course at the Holiday which were considerable. When we compare these costs against the predicted development costs of the AVL academy, no more than 6.m VUV, then this investment relative to the benefits that AVL accrues makes this a very wise long-term investment. There will also be the potential of an external revenue stream from this project and this can be discussed/agreed with ACI as the relationship grows.

Airport Operations Diploma a) AVL Human Resources spent some time reviewing the contents of the TNA with the various AVL departments and working on a plan to create an exciting learning path for AVL staff in respect of operational/personal development. b) The concept outlined here allows for 10 AVL staff commence and/or complete the ACI Airport Operations Diploma each year, effectively this programme should now be accepted as an organisational standard, a â&#x20AC;&#x2DC;rite of passageâ&#x20AC;&#x2122; programme for AVL staff, one that offers staff an overview of airport operations from landside/terminal/airside and includes airport revenue module. Note - This programme is intended for operational and non-operational AVL personnel. c) The scheduling details are outlined below; I.

Subject to the applicant applying to and receiving the approval by line management and he/she is meeting the HR selection criteria which has been developed in TNA.

a) There will be 10 places available each year and these places will be advertised at the 3 airports b) Only one module a year is allowed (This will need to be coordinated with ACI on-line) c) Students must complete the module most appropriate to their role at AVL and in approved cases the module that the individual may wish to follow at a later stage in the company. d) Students can only complete one module a year to (electronically) graduate after 3 years. AVL will acknowledge completion and formal presentation of certs arranged.

The following process will apply; Yearly Schedule 2019

2020

2021

Selection of staff 10 staff are selected to  undergo the programme  (line & HR approval required). It is envisaged that there should be staff from all AVL departments  in line with our 20/20 Vision +

10 others join the programme

Modules to complete

Airside Operations Terminal and Landside Operations

Remarks Students should apply and be granted access to the modules that most closely match their roles or future intended roles

Airports Business Operations  Note each module contains 5/6 sub modules As above. As above

10 others join the programme

Year one students move on to year two and select the next most suitable module As above.

As above

Year one students move on to year two. Year 2 move on year three Year 3 complete final module and receive Airport Diploma Certificates

2022

10 others join the programme

As above

The cycle continues as above

In conclusion AVL has developed and to a large extent delivered on our change management plan. We have invested significantly in practical solutions to ensure our staff can meet the competency requirement we need to ensure safety and customer service excellence at our 3 airports. We will continue on the path that we have chosen and are confident that this will deliver the change we seek.

Submission 5 Cambodia Airports

ACI HR Excellence Recognition Program 2019 Change Management

â&#x20AC;&#x201C; COMPETENCY DEVELOPMENT PROGRAM BY

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ACI HR Excellence Recognition Program 2019 Change Management

1. Introduction 1.1 Cambodia Airports Cambodia Airports, a public-private partnership France’s group VINCI and Muhibbah Masteron Cambodia, a MalaysianCambodian joint venture, entrusted by Royal Government of Cambodia since 1995 to manage three International Airports such as Phnom Penh International Airport, Siem Reap International Airport, and Sihanouk International Airport. Cambodia Airports is a subsidiary of the VINCI Airports Group that manage 44 Airports in 11 countries and on 3 continents.

Cambodia Airports significantly contributed to the country's development, mostly by enabling the rise and expansion of tourism industry. According to local footprint study, Cambodia airports' direct impact generated by its airports own activities, other on-site business, and its terminal development investment represent 4,500 jobs and value added of $117 million to the country GDP. Its indirect impacts generated from Cambodia Airports' purchase indirectly supports jobs and generate income throughout the supply chain (30,000 jobs in Cambodia and a $48 million contribution to the Cambodia's GDP). Finally, induced impacts, which result from household consumption and public administration expense (thank the wages and taxes paid by the company and its chain of supplier) are equal to 42,500 jobs in Cambodia and a $69 million contribution to Cambodia's GDP. Cambodia Airports has two major catalytic effects. Firstly, it promotes tourism activity. Tourism expenditure contributes to GDP by approximate $2.3 billion and supports 1.5 million jobs in Cambodia. Secondly, Cambodia Airports promote international trade in textile goods. Impacts from net textile exports sent by air cargo contribute the country's GDP by $200 million and support more than 139,000 jobs. Incorporating of its direct, indirect, induced and catalytic impacts, Cambodia Airports' total impact contribute to GDP by approximately $2.7 billion and support 1.7 million jobs in Cambodia. The significant share of these total jobs is attributed to hotel and restaurants around 19% of total jobs, business services 16%, retail trade 8%, transport 7%, textile 7% and wholesale trade 7%.

1.2 Vision and Mission Our vision is to move the world beyond your best airport experience. By the vision statement, Cambodia Airports has been continuously changing the passengers’ experiences through the mission “We are a public service provider that connects people and communities at the highest airport standards and ensure our stakeholders with sustainable development opportunities.”

1.3 EPICS Values EXCELLENCE: We strive for continuous improvement, surpass our previous achievements and benchmark with worldclass standards and aim at best practices. PROFESSIONALISM: We commit to a high standard code of ethics, are responsible at all times and believe professionalism is our reputation. INTEGRITY: We uphold values and principles, are proud to demonstrate full commitment and respect of our engagement. CUSTOMER FOCUS: We have the passion of serving our customers, are driven by the constant need to improve our services to our customers, and want our customers to remember their airport experience and return.

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ACI HR Excellence Recognition Program 2019 Change Management SOLIDARITY AND TEAM SPIRIT: We are united in our actions, trust and respect each other, support each other and share the same passion.

1.4

Our Strategy based on Pillars and Customer Centric SUSTAINABILITY

DEVELOPMENT

Long-term oriented projects with a view of sharing with all constituents their benefits.

Continuous development of airport infrastructure, growing the business and the customer base.

EFFICIENCY

CREATIVITY

Enabling profitable growth.

Addressing issues and leading projects through innovative paths.

1.5 Our Know-How As a global integrator, VINCI Airports develops, finances, builds and provides everyday operation of 44 airports in worldwide.

   

We develop traffic. We develop non-aero revenues. We design and program management. We provide everyday operation.

1.6 Competency Development Concept The Cambodia Airports, as an airport operator and ground handler, has put Safety as the First priority and the objective for risk mitigation. With strong commitment to managing safety with an effective, efficient, and sustainable Safety Management System, implementation of the Competency Development Program was placed to discussion and consideration. Back in the past, the airport operations of Cambodia Airports allocated their workforce using a so called “One Man, One Task” model known as a “Mono-Skill”; for instance, the Driver only performed the driving; the Loader performed the loading and unloading; the Marshaller performed the marshalling. The rigid tasks hindered employees particularly the operation ones (terminal, cargo, passenger services and ramp services) from career development with right career path. This also affected their promotion prospects, salary evolution as well as their future leadership development. Having believed that with effective and efficient management of safety and security as well as career development of employees, Cambodia Airports will be able to absorb the traffic growth from various carriers from different destinations among the three continents in the world.

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ACI HR Excellence Recognition Program 2019 Change Management The implementation of this new policy was precursor of the new development strategy of Kingdom of Cambodia since later in September 2013, the Royal Government of Cambodia announced the “Rectangular Strategy” for Growth, Employment, Equity, and Efficiency – Phase III, focusing on the development of human resources to ensure competitiveness in an increasingly open regional labor market.1 Following the “Rectangular Strategy” of the Royal Government of Cambodia, the Capacity Building Seminar hosted by Economic Research Institute for ASEAN and East Asia (ERIA) was conducted in October 2013 under the topic of “Major issues and Challenging in Cambodia”.

Very confidently, the Cambodia Airports firstly and creatively developed our own strategy not only to meet our business objective, but also to reach the spirit and/or objectives of Government’s Rectangular Strategy. Hence, introducing a new long-term strategic way of Competency Development Program is very crucial that it improves more safety and security of employee while performing the skills on the Ground as the first stage. Secondly, the career development helps to equip employees who join the program from the entry level to the supervisory level within definite timeframe. Finally, high productivity in each employee’s performance, clearly knowing their own roles and responsibilities with safety and security consciousness boosts the growth of day-to-day traffic.

2. Competency Development (Multi-Skill) Program Since the concept of Competency Development Program was aimed at the three main aspects with regards to safety and security, employees’ career development and traffic growth, Cambodia Airports found numerous ways of making it happen officially from year 2013 onward.

2.1 What is Competency Development (Multi-Skill) Program The Competency Development Program as part of employees’ capacity building is also recognized as “Multi-Skill” Development Program, projected to develop wide range of employees’ competencies to enable them to cope with different tasks/jobs to ensure operation efficiency and effectiveness. The Program has pushed out the task from complexity to simplicity for better improvement and more productivity. The program itself also enhances employees’ knowledge, skills, attitudes, and ability. More importantly, a solid team always needs various tasks, skills, and knowledges with good collaboration. By all its factors, the implementation of the Competency Development Program was an ambitious project of change of mindset accompanying this Change Management in the Operations and HR policy.

2.2 How Competency Development (Multi-Skill) Program Works Initially and particularly, the Competency Development Program was implemented for Ramp Services and Passenger Services position in Ground Handling Department under airport operations based on voluntary approach. The program

Source: The Royal Government of Cambodia: Clause 14 “Rectangular Strategy” for Growth, Employment, Equity and Efficiency, Phase III – September 2013

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ACI HR Excellence Recognition Program 2019 Change Management underlined basic process starting from pedagogical briefing, skill gap analysis, skill development, job evaluation and job offer.

Employee Briefing (Programme Introduction)

Existing Competency Review and Assessment (Skill Gap and Need Analysis)

Job Offer Training and Development (Skill Development)

Job Evaluation

(New responsibilities deployment and salary increment)

The effort of communication about the program was fairly challenging and heart touching. There were several methods and mechanisms used for communication. The Pedagogical briefing to employees and employee representatives was firstly introduced with the content of Capacity Building twice which covered key topics as followings:  Understanding the present situation;  Business process re-engineering;  Why Capacity Building is important and is a  Improvement of working environment; Must;  Improvement of internal communication;  Roadmap to the Capacity Building;  Improvement of grass root development;  Mindset: the psychology of success;  Re-design of positions. Moreover, the important meetings such as weekly meeting between managers in charge of Ramp and Ramp Supervisors, daily briefing before performing flights assignment (Ramp Supervisor to his Agents), internal TV communication and monthly operations meeting with all employees were made. At the second phase, the internal memorandum from management on explanation of Competency Development related to Business Process Re-engineering (BPR) was issued to all relevant operation employees. The next phase of communication was about Competency Needs Assessment. The necessary assessment forms were carefully developed and done wisely and transparently. Following the Competency Needs Assessment, the Capacity Training and Development Framework was well designed and made known to all Ramp Staff such as Ramp Coordinator, Ramp Leader, Marshaller Headset, GSE Driver and Loader. To the last phase of communication, the employment offer letter and employee acceptance letter were issued to those who voluntarily attended the program which required professionalism, day-to-day utmost care and dully attention of work aspects to ensure safe, secure and efficient operations of the airport from employee. In addition, each new position was subject to various assignment, responsibilities and further training and development.

2.3 Competency Development (Multi-Skill) Program Implementation The Competency Development Program was endorsed and formally introduced and set up in early 2013, then gradually implemented in late 2013 at Phnom Penh International Airport, Siem Reap International Airport in 2014, and succeeded by Sihanouk International Airport in following years. Before the program kicked off and after restructuring of the salary schemes, each position level needed to be adjusted and integrated to a higher structured level. Later in 2013, the scheme levels were established into different job sizes and divided into different categories and levels based on new business model. Finally, the unanimous idea came to real life and outcome below practical structures laying out the concrete levels in each position in Ground Handling Department.

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ACI HR Excellence Recognition Program 2019 Change Management

The images above illustrate the different levels of both Ramp Services and Passenger Services. And the followings are the explanation on program implementation of the two areas in each position level: Ramp Handling Agent: The Ramp Handling Agent task starts with basic loading/unloading, deploying cone, and performing wing walk and operating light equipment such as basic GSE operations (GPU, AS, ACUâ&#x20AC;Ś). For some period of time while the basic skills are fulfilled, the Ramp Handling Agent is required to handle a heavier equipment such as medium GSE (mobile step, lavatory truck, portable water truck, pallet transporter, tow barâ&#x20AC;Ś aircraft cabin/cargo doors operations) and Marshalling signal. The highest level of this position finishes at level 5, required performing all types of GSE equipment (high loader, ramp bus, invalid truck, etc.) with full capacity as the internal trainer on the GSE operating equipment. In summary, this position has five levels starting from Level 1 (HA 1) to Level 5 (HA 5).

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ACI HR Excellence Recognition Program 2019 Change Management Ramp Support Agent: The Ramp Support Agent has two levels higher than Ramp Handling Agent. They are able to perform all required equipment of the highest level of ramp handling agent (HA 5) pluses the ability of performing the pushback, headset, and all other required equipment on the ground. Ramp Service Leader: This position is one level lower than Ramp Supervisor Level 1 and one level higher than Ramp Support Agent. One at this level, growing from the Ramp Support Agent, is equipped with not only the technical skills but also some level of soft skills such as Management skills and Supervision on small AC pluses the ability of handling Cargo document and sorting area duties and so on. Ramp Service Supervisor: The Ramp Service Supervisor task includes the basic control in the baggage sorting area as Ramp Leader up to monitoring of apron activities starting with small aircraft to all type of aircraft. Moreover, this post is required the knowledge of interpreting the airline ground handling procedures as additional skill. The coaching skills and enhancing safety are mandatory at this level. Passenger Services Agent (Hostess Agent): The Passenger Services Agent, originally called Check-in Agent, enrich their skills with the new scheme from Zero Level to Tenth Level in order to be the Passenger Services Supervisor. In the other way, this position can be called “Hostess Agent” or “Junior Passenger Services Agent”. The Level 0 (zero) is required to undergo probationary period, learning how to do the basic passenger handling (briefing procedures, making announcement, providing customer services, etc.). The next higher levels of Passenger Services Agent are Level 1 and Level 2. People in these two levels, on top of Level 0, need to know well about the Manual check-in pluses LDCS, Local Boarding Application (LBA2), AGORA/AODB system, Veri-Pax system and two airlines systems as a plus. Passenger Services Agent (Senior): After completion of three levels in junior period, the Passenger Services Agent (PSA) receive an entitlement as Senior PSA which required five more levels to be developed into the Supervisory level. The PSA with Level 3 know more two more airline system, working at the back office and indicate the good performance results at rating 4 in average. The Level 3 moved to Level 4 know more airlines systems as required. Level 5 PSA keep developing their skills by maintaining their performance rating more or equal to rating 4 in average scoring. Stepping into Level 6, the PSA has duty on Gate supervision. The last Level as Senior PSA take the roles in Flight Supervision/Flight Edit Controller with good performance evaluation rating which is rating 4. Passenger Services Supervisor: Having come across seven levels as Passenger Services Agent, a role in middle management level is Passenger Services Supervisor (PSS). This position has three levels – Level 8, Level 9 and Level 10. Being at the Level 8, the PSS has more responsibilities on people management than the technical management, meaning that they have to have at least an intermediate Supervisory Skills, Coaching as well as Briefing Skills. The PSS in Level 9 come along with all skills developed at Level 8 perform duty as Load Departure Control System (LDCS) Administrator or Supervisor. Finally, the very senior Passenger Services Supervisor with good performance rating (rating 4 in average) developed more people management skills showing the advanced supervision, being the trainer and the coach.

3. Benefits of Competency Development (Multi-Skill) Program Attending the Competency Development Program, employees gain lots of advantages such as safety and security improvement at work, job security, skill development, well-rounded knowledge on Ramp Services and Pax Services in both technical part and management one to match with their career development and advancement, salary/income evolution and more.

3.1 Safety and Security Improvement In respond to commitment to complying with the international standards of aviation Safety and with the responsibility towards VINCI Group policy, ICAO requirements and airline safety policies in terms of 1) Reporting all incidents, nearmissed and accidents related to Safety; 2) Analyzing and understanding the risk factors towards Safety within the organization; 3) Launching preventive actions regarding the risks and take the necessary corrective actions in case of incidents and 4) Promoting a Safety culture in all workgroup working airside in order to preserve the health of our employees and to ensure safe operations of our airline customers2, the Competency Development Program has been very significantly driving in promoting the Human Factors in safety management on the ground handling sector. The program, for instance, has be preventing employees from failing to check the vehicle before operation, any distraction while driving or retract the equipment, being careless, failing to give way to aircraft or other equipment and so on.

Airside Safety Handbook of Cambodia Airports, Commitment of the management

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ACI HR Excellence Recognition Program 2019 Change Management The Competency Development Program, which moves out of the classic and rigid "One man, one task" scheme, allows an employee to perform several complementary tasks, reducing this way the number of people in action under the aircraft and consequently stabilizing and even reduce the risk of accident associated with the activity.

3.2 Job Security One of the main ideas of the Competency Development Program was established to provide employee the job security. For instance, employee with more skills have more opportunity to internal mobility within the three airports of Cambodia Airports or even within the airports network of VINCI Airports. As a matter of fact, those who have only one skill and want only to perform one task (except medical and physical reason) have naturally less opportunity of being developed through relevant trainings for the right career path and in this way bring less value added to teamwork and team spirit. On the other hand, employees with more skills and equipped knowledge can be more competitive and capable in the job markets not only within the country but also internationally.

3.3 Career Development Career development includes elements that employees do to enhance or develop their career. Employees need solid credentials to earn trust from the customers (employer and stakeholders); therefore, they must continuously polish and improve the competencies required such as knowledge, skills and attitude, which are all set in the Competency Development Program. In return, they will be rewarded and reserved a long term career, salary or income evolution as well as a future leadership role.

The picture above with ideal career development indicates the levels of each position moving from worker level to function director level. The competency development program uses this model as the benchmark to set the scheme for the multi-skills deployment and distribution.

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ACI HR Excellence Recognition Program 2019 Change Management 3.3.1

Skills Development

In order for employees to advance their career, they firstly need to pass through various structured steps of the skills in each position respectively. Entering the program involves employeeâ&#x20AC;&#x2122;s strong effort and high commitment for the skill development; this shapes their self-worth and motive them to be more ready to the next levels. For example, the Passenger Services Agent has been built on relevant skills from time to time to advance their competencies in order to be a Supervisor. He/She has been developed precisely with unique set of skills such as boarding, announcing, welcoming, manual check-in, LDCS for all airlines, boarding procedure, check-in for airlines, gate management and airline procedures, and much more.

To expand more on career development, employees attending the program are not only enlarged their skills (soft and hard) from one level to another, but they are also enhanced their career development to the right career path designed by the company. The Ramp Services people, for example, have been properly trained on loading and unloading, marshaling, performing light equipment and heavy equipment, supervision, and being the internal trainer, etc.

3.3.2

Salary/Income Evolution

The other link with career development is financial incentives of each employee who are in the Competency Development Program. When the skills are upgraded, the position level will be leveled up; when the position level is growing up, the salary and income will also be increased automatically.

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ACI HR Excellence Recognition Program 2019 Change Management 3.3.3. Future Leadership Prospect Besides, once each indicated employee who come to the highest level equipped with the skills will become the expert and will have to take on new responsibilities or new roles and in some way with financial benefits (increased wage) when their professionals become known; the possibility of becoming the future leader might also happen. However, this can also take shape in different ways depending on the stage of their career and the milestones of a mapped career path.

4. Challenges in Program Development and Implementation In point of fact, it does not take an overnight to implementation the Competency Development Program. In every step, there was some challenges awaiting to be resolved.

4.1 Culture Change It was get accustomed by some employees who resisted to the change that comfort zone was the only best place to stay. The new way of work placed stress on individual’s attitude and behavior. As it used to be one person did only one task using one skill, for instance; but after the new implementation of the Competency Development Program, one person is able to operate two or more tasks with different skills depending on the real need.

4.2 Employee Objection/Opposition From the beginning of program implementation, there were several objection and opposition done by some employees and union members. Not all ground handling people understood really well about the benefits of Competency Development Program due to some reasons behind such as the union’s lobby activities, benefits claimed for the change and concerned points on the culture change. Still, through precise and pedagogical communication activities, the numbers of employees rejecting the program had significantly been dropping down from 24% to 6% within six years (2013 to 2018).

4.3 Business Model Reorganization Since it was essential to reorganize the business model of the airport operation, the word “Reorganization” was a factual threat that some people thought that it would downsize the manpower since it could be interpreted as a process designed to revive a financially troubled or bankrupt firm. They strongly believed that the Business Model Reorganization could impact their job security within a short period of time. On the contrary, the main purpose of the introduction of the Competency Development Program was to anticipate and prepare in the best way, the development of the company and the increase of the traffic and therefore of the activity.

9|Page

ACI HR Excellence Recognition Program 2019 Change Management To overcome the faulty perception, a very deep and effective explanation on Capacity Building targeted for “Business Process Re-engineering” was wisely introduced to the concerned people and relevant stakeholders. As an example, the business process re-engineering studied on the Passenger Needs Assessment, Airlines’ Expectation Assessment, Working Procedures Review, Strategies Review, and People Resources Assessment.

Deep down into the “People Resource Assessment”, the explanation laid out the components of features that connect people to the program. The assessment was done for grass root (staff level) development improvement, internal communication, re-design working environment, and workforce re-designation.

To demonstrate the reasons of Re-designing Workforce, the positive factors of doing redesigning the workforce would be involved in Training and Development, Assignment and Responsibilities, Performance Evaluation and Correction.

4.4 Investment in Learning and Development With hundreds of participants into the program, the investment in their learning and development yet has become a big investment and one of the challenges with expectation of high return on investment. Because each level consists of different new skills, there are various kinds of courses to be learnt and developed as well. This also included training times, effort of trainers, and margins for errors (during the training, some equipment was broken and had to be fixed over and over.). Owing to the rapid growth of airlines, the international standards have also been the vibrant part of learning and development area for the employees. Getting all people in the same room for a short period of time would never be possible.

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ACI HR Excellence Recognition Program 2019 Change Management

4.5 Communication Mechanism Having had groups of people comprehend one voice, variety of communication channels were made across the two airports. At the same time, to strengthen the best communication, there were some innovative activities made as below:  Office renovation (ONE Building for ALL);  Weekly meeting between Managers in charge of Ramp with Ramp Supervisors;  New Meeting and Training Room;  Daily briefing before performing flights assignment  Pantry (to be equipped with Air-con), lockers, (Ramp Supervisor to his Agents); parking and stand-by rooms;  Internal TV Communication;  Promote learning workplace: computer classes, in-house foreign languages training, small library  Monthly Operations Meeting with all employees. in workplace at the stand-by rooms; Overall, even though there were few big challenges occurred while implementing the program, all obstacles were resolved successfully.

5. Program Effectiveness and Success Stories Looking back to what have been gone through, there it has many recognized success stories to show off, likewise: 1) the improving of the safety and security on the ground handling (Ramp services and Passenger services), 2) the optimizing the manpower, 3) the people development, 4) the job satisfaction, and 5) the continuous improvement on program effectiveness.

5.1 Improving the Safety Based on occupational accident report in ten years from 2008 up to 2018, the program proves its effectiveness that the accident figure keeps decreasing significantly. The occupational accident was counted during performing the job on the ground inside the three airports – Phnom Penh International Airport, Siem Reap International Airport, and Sihanouk International Airport. The numbers of occupational accident have been falling almost doubled time, particularly from year 2014 up to date compared to years before program implementation.

2013: Implementation of the Competency Development Program

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ACI HR Excellence Recognition Program 2019 Change Management More vehicles/equipment, more risk!

Less vehicles/equipment, less risk!

In addition to Safety and Security improvement on Equipment Restraint Areas (ERA), the implication of competency development program minimizes the chance of exposure to risk or unsafe working environment for those who have more skills to perform the tasks. Thus, the complex situation is also frequently well manageable and double time reduce the risk.

5.2 Optimizing the Manpower Through implementing the program, the numbers of passengers remain. The chart below shows the actual amount of numbers of annual passengers compared to the employee headcount in Ramp Services and Passenger Services from 2011 to quarter 4 of 2018 (as estimated figure). The numbers of passengers keep growing rapidly from 3.6 million in 2011, 4.3 million in 2012, 5.1 million in 2013, 5.7 million in 2014, 6.5 million in 2015, 7 million in 2016, 8.8 million in 2017 and 10 million in 2018. By looking at the numbers of headcount figures in Ramp and Pax compared to the numbers of passengers, using less manpower with more skills can actually absorb more traffics.

5.3

People Development

In people development fact, the Competency Development Program sharpens as many people as possible on dedicated competencies (skills, knowledges, and ability/attitude). To illustrate that, Cambodia Airports have developed huge numbers of employees across the three airports. As seen in the chart below, nine hundred thirty-seven (937) people joining the program have been settled into the new categories (position level). The numbers remain rising every year from 782 to 937, i.e. seven hundred and eighty-two (782) in 2013; eight hundred and zero two (802) in 2014; eight hundred and twenty-eight (828) in 2015; eight hundred

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ACI HR Excellence Recognition Program 2019 Change Management and fifty-five (855) in 2016; nine hundred and zero nine (909) in 2017; nine hundred and thirty-seven (937) as of year 2018.

In term of training effort in two yearsâ&#x20AC;&#x2122; time before running the program in 2011 and 2012 compared to six yearsâ&#x20AC;&#x2122; duration from 2013 to 2018, the figures demonstrate the 2% increase in numbers of course categories, the 3.6% increase in numbers of people attended the courses, the 2% decrease in numbers of training conducted per pax (after), and 1.4% increase in course conducted indicate the least difference in change.

5.4 Job Satisfaction The fact of job satisfaction defined by Cambodia Airports is indeed the impact of Competency Development Program, which comes from three main areas: employee engagement, fair compensation, motivation and satisfaction.

5.4.1 Employee Engagement All employees are able to do their job with less errors, less absent from work and more overtime performing, especially during the high peak hours and seasons. They are able to use capable of utilizing their skills and abilities to their fullest potential. Not only that, there have been numbers of employees who made some career changes in past few years.

5.4.2

Fair Compensation

According to an early research study on employeesâ&#x20AC;&#x2122; salary/income after the program implementation. The salary of employees in both Phnom Penh and Siem Reap International Airports have been well increased. In addition, those who have worked hard were recognized and rewarded with bonuses and verbal praises.

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ACI HR Excellence Recognition Program 2019 Change Management In Phnom Penh International Airport, the Compound Annual Growth Rate (CAGR) raised over gross salary between 2012 to 2017 which is 10%. The average gross salary raised from 6% - 10% over 5-year period of 2012 to 2017. In Seam Reap International Airport, the Compound Annual Growth Rate (CAGR) raised over gross salary between 2012 to 2017 which is 6%. The average gross salary for raised from 2% - 6% over 5-year period of 2012 to 2017. Lately in 2018, we did some more analysis on the annual average wage of all types of positions in Pax and Ramp Services. The results show that almost all employeesâ&#x20AC;&#x2122; wages have been increasing significantly.

In brief, the compensation regardless all investment on training and development providing to employees is fair enough.

5.4.3 Motivation and Satisfaction: In reality, over 80% of employees have been working with Cambodia Airports for over ten years in average. This expresses that they enjoy working with the company and has strong motivation and satisfied with their working life.

5.5

Continuous Improvement on Program Effectiveness

Last but not least, Cambodia Airports up to present always have close attention to employeeâ&#x20AC;&#x2122;s health and safety related to Competency Development Program. An independent consultant from Eutelmed was invited by Cambodia Airports to assess the potential consequences (positive and negative) of the Multi-Skills Program (Competency Development Program) on Health and Safety at work. The consultant will have to provide recommendations on the program to improve health and safety for employees working in the multi-skills program.

6. Conclusion The Competency Development Program (Multi-Skills Program) is one of the most efficient and effective strategies used in airport business. As shown with concrete evidences, this is an innovation that was piloted and put into real practices for six years in Phnom Penh International Airport and used as a best model by Siem Reap International Airport and Sihanouk International Airport. Once again, applying this program deliver not only plenty numbers of advantages against the expected results in areas of safety and security, career development leading to high productivity that helps to engage the traffic growth, but it can also be used for the rest parts of the operation business such as cargo and terminal department. Like any model, mechanism or policy bringing a Change Management, it is vital to make an analysis through a Return of Experience and to evolve this scheme in coherence with the evolutions of technologies, generations, and the industry.

Thank you !

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Submission 6 Changi Airport Group

-23%

WORKPLACE TRANSFORMATION AND HOW IT BUILDS CULTURE Our Change Management Journey A submission for the ACI Asia-Pacific Human Resources Excellence Recognition Program (HRER) 2019 November 2018

I. ABOUT THE COMPANY Changi Airport Group (Singapore) Pte Ltd (CAG) (www.changiairport.com) was formed on 16 June 2009 and the corporatisation of Singapore Changi Airport followed on 1 July 2009. As the company managing Changi Airport, CAG undertakes key functions focusing on airport operations and management, air hub development, commercial activities and airport emergency services. CAG also manages Seletar Airport and through its subsidiary Changi Airports International, invests in and manages foreign airports. The opening of Terminal 4 in October 2017 marked a historic milestone for Changi Airport with new breakthroughs to redefine travel experience and grow Changi’s appeal as a leading air hub. The year also saw Changi’s one billionth passenger passing through since its opening on 1 July 1981. This is a remarkable achievement for the 50,000 strong ONE Changi airport community made possible by years of hard work and dedication to grow the Changi air hub to what it is today. With the growing volume and increasingly sophisticated needs of passengers, Changi Airport will need to respond to challenges and opportunities as they present themselves. This in turn necessitates a nimble and flexible workforce working collaboratively as a team to manage and embrace change. Against this backdrop, the People Team of CAG’s priority is to ensure we gear up for the future of work and to deliver new level of experiences for our employees by transforming the workplace and the way we work, learn and connect.

II. CAG’S PEOPLE TEAM The People Team in CAG is responsible for serving the people of CAG in the range of human resource activities. The Managing Director of People Team, Justina Tan is supported by 2 teams – People Services & Rewards and People Development & Experience. Both teams support the business through a range of functions including rewards and systems, employee engagement, capability development, talent acquisition, workplace organisation and business partnerships.

(Left to right) Goh Hwai Kar, SVP, People Services & Rewards; Justina Tan, MD, People; Shirley Cheong, VP, People Development & Experience.

CAG’s vision is “Exceptional People, Connecting Lives”. To ensure CAG delivers on this vision through our People, PT has in place a three-pronged “Right” strategy that looks into: 1. 2. 3.

Setting the RIGHT structure, processes and systems; Having the RIGHT people with the RIGHT capabilities; and Building the RIGHT culture

For the purpose of submitting an application for the ACI Asia-Pacific HR Excellence Recognition Program, this paper shall focus on a recent change management project – our workplace transformation and how it helps to build culture and shape behaviours. III. INTRODUCTION Since corporatisation, CAG’s workforce had been growing rapidly and it was apparent that the current space we had inherited was insufficient to accommodate the growth in headcounts given the existing office configuration. At the same time, the cost of office space was also rising with Singapore’s office rents amongst the highest in the world. Rental space for one cubicle (4sqm) alone costs US$2,924 a year on average in Singapore. A private office would cost much more than that and have a larger carbon footprint. Faced with the pressure to expand our workspace quickly and reduce occupancy costs, a “sense of urgency” was apparent, which John P. Kotter (author of Leading Change) identifies as the first imperative to affecting real change. Against this backdrop, our senior leaders had a compelling narrative to convince both our stakeholders and employees why change – in the form of a workplace transformation – was necessary. And this change was timely not just for the practical reason of expanding our office to accommodate more people, but also because it presented us the opportunity to design a workspace that could build culture and prepare our people for the Future of Work. It wasn’t just any office renovation, but a complete transformation. This initiative called “CAG HOME Project”, had the objective to not only expand our office but also transform our workspace into one that is akin to a ‘Home Away from Home’.

In the transformation process, design principles that were adopted for Changiâ&#x20AC;&#x2122;s passenger terminals, such as abundant greenery and the introduction of natural daylight, were also integrated into CAGâ&#x20AC;&#x2122;s workplace design.

These efforts aim to recreate the CAG signature, build a sense of home, and realise the same ambience Changi delivers to its passengers in the new office environment. In creating a new workplace that is aligned to the strategic goals of our business, the team set out to create spaces where people can do their best at work. A workplace with a variety of spaces, both enclosed and open, shared and individual, give employees and departments the ability to choose the space that suits them best. From individual focus tasks in a quiet room to collaborations in huddle rooms â&#x20AC;&#x201C; it is our belief that choice enables and supports productivity.

As one might expect, the move to an open office plan was inevitably met with initial resistance from employees. There were rumblings of concern along the corridors, as many perceived they were losing something by being pulled out of a private office or walled cubicle, such as privacy or storage space which they have been accustomed to. Others were concerned about the potential noise and sensory overload of an open office which may be detrimental to productivity. This openness truly represented a huge

cultural transition because like many other organisations today, there were employees who preferred to avoid social interaction while others had a strong “ownership” of space and therein lies the rub – “You are taking away my office (and view)”. And the longer employees have been in the existing traditional space, the harder it was to make the jump to a newer and different office concept – it was not an easy change to make. The entire organisation needed to relearn and adapt. It was therefore critical to have a Change Management plan early to facilitate gradual acceptance and enable a smooth transition given that each department and employee handles change differently. We knew managing a change management of this scale would not be a ‘walk in the park’. It had to be an all-encompassing endeavour, requiring the right people at the table, and all these stakeholders to have a strong understanding of how the organisation functions, its strategic goals, current and future ways of working, and unique departmental needs. This could only be further accomplished through conducting visioning sessions, focus groups, interviews, workplace observations, staff surveys and other means of data collection. As the lead department for this undertaking, People Team was responsible for facilitating the organisation of data, asking the ‘right’ questions, and at times even challenging leadership and organisational assumptions about what our future workplace can achieve, presenting solutions (in collaboration with our design consultants) from a holistic perspective. IV. SO HOW DID WE DO IT? Although each change management project is unique, we humbly offer here from our experience, what we felt were three other imperatives that helped facilitate widespread acceptance of our workplace transformation: 1. Strong support from management As Kotter pointed out, one of the key imperatives for successful change management is strong leadership and visible support from key people within the organisation. Effective change leadership often starts from the top.

Our CEO, Mr Lee Seow Hiang has always been a key ambassador for our workplace transformation project. It is his steadfast belief that a well-designed workplace can be transformative and would play a key role in shaping our workplace culture.

With Seow Hiang at the helm, our leadership bench rallied behind in leading this change by not only ensuring they ‘walk the talk’ but also making ‘sacrifices’ of personal space and exclusive office views that they had hitherto been accustomed to. Through observing best practices, the workplace transformation team recognised that reconfiguring spaces and taking down walls would encourage daylight throughout the space, which not only helps to reduce lighting loads but also promote employee wellbeing and productivity, and enable employees to access fellow colleagues and leaders. Leading by example, the top leaders therefore gave up their window offices to allow all employees greater access to daylight and views of the outside. That ‘sacrifice’ sent a strong signal to the rest of the organisation on the importance of the workplace transformation, the benefits it brings and that we were all in this together as an organisation. 2. ‘Over-communication’ – from start to finish Apart from having a committed and well-aligned management team strongly supported by the CEO, it is also important to engage employees at every level. Good communication is critical to making a big change take hold in any organization, what

more an organisation as complex as ours. People tend to fear the unknown. When they don’t hear anything, many tend to imagine the worst possible scenarios. This is why it is important for the change management team to ensure all employees understand the benefits and are involved throughout the transition. Tell them what’s going to happen, why it’s going to happen, when it’s going to happen and how it will affect them. In short, the change management team had to “over-communicate” from start to finish. The risk of ‘undercommunicating’, or worse still, sending inconsistent messages about the change, would have hampered transformation efforts. It is therefore worth reiterating here again the importance of having our leaders first “walk the talk” and become living examples of the new corporate culture that the vision aspires to.

(Above) CAG’s company newsletter, @Work.Play.CAG regularly communicated workplace transformation updates.

As Kotter rightly puts, nothing undermines a communication programme more quickly than inconsistent actions by leadership, and nothing speaks as powerfully as someone who is backing up their words with behaviour. When an entire team of senior management starts behaving differently and embodies the change they want to see, it sends a powerful message to the entire organisation. These actions increase motivation, inspire confidence, and reduce cynicism. Tactically, a vision for change must be communicated anywhere and everywhere - the vision must be referred to in emails, meetings, presentations, company newsletters, and internal training programmes. From conceptualisation to closure of our workplace transformation project, we spoke to almost everyone affected by the workplace transformation project. Every stage of the journey involved constant communications with our people. We started with having conversations with all department leaders as we believed that would provide a strong foundation to the change management journey we were to embark on. During the pre-construction phase, we announced and shared about the workplace transformation project at our annual townhall where we also addressed common concerns such as noise, hot-desking, storage issues that our employees have experienced or heard from other companies. We also held tours for all employees to a new pilot workspace of about 1,000 sqm, where they can become acquainted with the new workspace and understand the new way of work.

(Above, Right) Tours were conducted to a new pilot workspace to familiarise our employees with the new workplace design.

As with any disruptive event, it is expected that it will take some time for all impacted stakeholders to adjust and become comfortable to the change. Change management expert, Michael Fullan calls this phenomenon the â&#x20AC;&#x153;implementation dipâ&#x20AC;?. Experiencing this dip is an inevitable part of any change effort. However, one should not fear or be discouraged by it. Rather, we should embrace it and identify ways to reduce the length and depth of this dip. One way would be by communicating changes early. Take for instance the construction phase of our workplace transformation project. Because the workplace was being gutted and renovated in situ alongside existing operations (instead of a complete move into a temporary swing space), employees were inevitably inconvenienced in one way or another. Greater measures had to be put into place therefore to reduce the level of impact to business operations and the duration of disruption. The team made sure that all construction updates such as route changes, new hoardings and contractorsâ&#x20AC;&#x2122; work schedule were communicated ahead of time.

Walking the ground and timely responses to feedback were also critical to help reduce the inconvenience felt by our employees daily. During post-construction, communication on each move was just as important. Multiple moves in different phases added to the complexity and challenge. Moving from the old to new workplace also required a change in mindset towards personal space and storage. After everyone has settled into their space for at least 3 months, we started a series of engagement dialogue sessions with all our employees to remind them the key goals of workplace transformation, and to work on their feedback via a survey. We finally closed off the transformation project successfully by sharing the survey results and feedback at our townhall. 3. Having Change Champions and getting our employees to Co-create the outcome To deliver a workplace that our employees can embrace from day one, we saw the need to set up a committee of change agents whom we call Change Champions. These were representatives from all departments who met with People Team and our design consultants regularly to advocate for their departmentsâ&#x20AC;&#x2122; needs and for the improvements that the transformation will provide. These Change Champions were important liaisons, keeping their ears to the ground for any concerns, and then bringing their observations and insights for the committee and People Team to listen and make recommendations. We believe that people are more invested when they are empowered to have a direct hand in developing a plan. Hence, our employees were invited to participate in design decisions and selections through a series of co-creation workshops. The objective of these workshops was to understand the departmentsâ&#x20AC;&#x2122; work needs so that we may codevelop the final workplace design as a team. Through our Change Champions, everyone was invited to participate in the selection of the new workplace furniture. All were welcome to test out the various mock-up

furniture and to provide their feedback, which were considered in the selection of the final supplier.

>1, 000

Number of employees who benefitted from the workplace transformation

The appointment of Change Champions, active engagement of our colleagues in the cocreation process and the selection of furniture helped to increase the level of buy-ins and minimise any surprises thereafter, which in turn facilitated acceptance of their future work environment. VI. WORKPLACE TRANSFORMATION AND HOW IT BUILDS CULTURE At the end of the workplace transformation project, we have transformed a total floor area of over 12,000 sqm (equivalent to about 10 Olympic-sized swimming pools!) over 2 storeys of office space, impacting over 1,000 employees. By breaking down silos and removing physical divisional boundaries in the office, the transformation of our workplace helped fostered a more collaborative and open culture as we saw a change in the way we work, learn and connect.

12,000 sqm (or 10 Olympic-sized swimming pools) of floor area transformed

CHANGING THE WAY WE WORK As part of the workplace transformation initiative, CAG redefined office mobility in the workplace with the belief that the future of work is anytime and anywhere. New technology features were introduced to enable our employees to work anywhere and on-the-go. The People Team worked with the Corporate IT department to introduce various systems, such as Quick Drop - a convenient way to transfer files and information (a la Dropboxâ&#x201E;˘) without having to use thumb drives; and Follow-Me Printing, which allows employees to print their documents from any printer in the office with just a tap of their staff pass.

In this everchanging digital age, mobile mail has also been enabled for employees to access their email and work materials more conveniently on their smart phones. With the introduction of Human Resource Management System (HRMS) app versions, employees can now access a whole suite of HR services (e.g. leave application, claims submission, etc.) on their mobile phones anytime, anywhere. Our people managers also have easy access to HR reports on their mobile apps to monitor their teamâ&#x20AC;&#x2122;s work progress and development plans. Besides enhanced productivity, the new workplace is also designed with new pantry hubs which provide more casual collaborative spaces where employees get to move around and work at different areas based on the task of the day, and the people whom they are required to work with. This facilitates a collaborative culture with increased interaction among the staff community. â&#x20AC;&#x153;The new workplace transformation has really helped our team build a new sense of community. Every Wednesday, we will work out at the main pantry and also invite other sections to join us.â&#x20AC;?

Besides work, these pantry hubs are for play too! Our pantry hubs often serve as a venue for celebrations, lunch-time talks and team-building activities which fosters a sense of community.

Natascha Phua Manager, Departure Experience Airport Operations Management

To reduce cleaning costs and improve productivity in waste management, we made the move from individual trash collection to having Centralised Trash Bins, which created at the same time, serendipitous opportunities for employees to bump into one another when they clear their individual trash at a common bin. Furthermore, having replaced disposable cups with ceramic mugs not only helped to save the environment but also gave rise to more cup-washing conversations at the pantry hubs. These efforts reflected the possibility to rethink the way we work, with merits in creating a sustainable office environment and fostering interactions at the same time. CHANGING THE WAY WE LEARN Our new workplace also endeavours to turn traditional office space into one that facilitates and promote learning. CAGâ&#x20AC;&#x2122;s annual Learning Festival is designed to create a conducive environment that supports such active community sharing and learning. Each year, the theme for the festival focuses on different topics and learning areas. Learning Festival 2017 is about translating thoughts to action; and encouraging our CAG Community to #StartSomethingToday. We hope to build an environment of trust and openness to new ideas, with a certain threshold for failure. It is a week-long festival, packed with practical innovation workshops and inspiring talks by high profile speakers from the industry who shared interesting insights and behind-the-scene stories on innovation and how to get started. It provides the platform to showcase internal innovations, and spark internal dialogues on the future of airports, how CAG can continue to be an innovator of experience, and how each and every one of us can contribute in our areas of work. The timely transformation of our workplace in the same year meant that the Learning Festival 2017 team was able to try something different from the previous years. Whatâ&#x20AC;&#x2122;s new about Learning Festival 2017 was the incorporation of Office Invasion where we expanded publicity efforts into our new workspace. Besides heightening event

99%

sign-up rates achieved for Learning Festival 2017 due to greater publicity efforts at our new workplace

awareness and encouraging sign-ups (99% of the slots were filled one week ahead of the event), the publicity efforts also helped drive new learning and knowledge on innovation; even among those who did not participate in the week-long event. Many of the talks and activities were also held at our colourful pantries and new co-working spaces, which were well-received with positive feedback from employees who loved the injection of vibrancy into our workspace.

CHANGING THE WAY WE CONNECT The new workplace also gave us a great platform for organising events that stimulate divergent sharing of ideas as well as encourage community spirit and team bonding. On top of the â&#x20AC;&#x153;office-warmingâ&#x20AC;? parties organised to welcome the employees into their newly transformed workplace, we also introduced regular Fun Fridays at the common pantries where different departments come together to bond over small bites, themed activities, and light-hearted sharing.

Departments are also encouraged to organise and host their own Home Parties where they get to design the party themes and customise the food and activities to bond with their invited guests from other departments whom they regularly work with.

Apart from office mobility apps, we have also implemented a new digital social platform known as CAG In.Touch, a mobile application that works as an internal communication platform (somewhat like Facebook) connecting people on-the-go. Having such a platform is truly a game changer for us as it is a new way of connecting ourselves with one other. Not only did its People Finder function help employees put a face to a colleagueâ&#x20AC;&#x2122;s name, instant connection can also be made with just a simple tap on the call or message buttons. Employees also regularly post about the latest happenings at work,

91%

of our employees are users of CAG In.Touch

celebrations and team gatherings. CAG’s senior management team has also been very participative in such postings, helping them further connect with staff and vice versa. Social content posted on In.Touch have also proven to be effective in garnering the attention and interest, during our communications campaign to help employees with behavioural change as they move into a new workplace. For instance, we engaged popular content creators to film a humorous video series that aimed to promote positive office etiquette; did an in-house short thriller film “Stranger Danger”, which reminded employees to look out for

tailgaters and stay vigilant in preventing unauthorised access into the open workplace; and a music video “I’m Coming Home”, featuring an employee’s workplace story which tugs at the heartstrings with a song written exclusively for CAG.

>80%

of our surveyed employees agreed that CAG In.Touch helped to connect them with other colleagues and keep them updated on the latest happenings within the organization.

Watch the full video here! [Password: CAGHome] In 2017, we conducted a survey to find out employees’ sentiments about In.Touch. 85% of In.Touch users appreciate its ability to connect them with other colleagues in CAG, while 83% says that it keeps them up-to-date on what is happening within the organisation. This initiative proved that effective employee engagement and communication have to be achieved both offline (at physical spaces we create) and online (virtual communities).

3years

Time taken for entire workplace transformation

48%

Increase in workplace capacity

Increase in number of meeting rooms and collaborative spaces

“As facility managers, we prepare space for people. As change managers, we prepare people for space. Our approach should focus on creating a curated experience, where everyone has the opportunity to be happy, healthy, empowered, and engaged.” Frank Duffy British architect renowned for office design and workplace strategy

VII. CONCLUSION Through the workplace transformation, we managed to increase workplace capacity by 48%, and the number of meeting rooms and collaborative spaces was tripled. The new spaces and the closer proximity of work desks helped to promote a culture change by facilitating conducive opportunities for quick discussions and group work. The shift from working in functional enclaves where each department worked and interacted primarily within their respective areas (each equipped with their own meeting rooms, pantries, printers and water points etc), to one where all spaces are shared across departments, also helped to improve interaction and communication among staff. Co-locating departments that work closely with one another within the same neighbourhood also helped with ease of collaboration, information exchange and addressed previous problems of isolation and silos. We were conscious that for any organization-wide change to be introduced effectively, it needs to be implemented by humans with strong emotional connections to our corporate culture. People respond better to change when their hearts and minds are engaged; and when they feel that they are part of something meaningful and consequential. Hence, while we remain cognisant of the best practices in organisational change management, People Team’s strategy was to tap on the emotional energy of our culture which resides in the way our employees think, behave, work, and feel. Far more critical to the success of our Workplace Transformation change initiative is ensuring that the way we work reflects the imperative of change. The reality is that behavioural change does not come naturally with the new workplace, or formal directives, and people who work together across different departments will not start collaborating just because the lines on the chart denote the need for them to do so. Effective and sustained change requires constant communication not to be taken for granted. People Team’s multifaceted communications effort was designed to give every employee a keen understanding on the change, and a stake in the shared outcome. We then take deliberate efforts to measure this outcome, find out what works and what doesn’t, and plan our next steps to support the process of constant change throughout its revolving life cycle. A survey conducted after employees were comfortably settled in their newlytransformed Home Away from Home returned with highly encouraging and positive feedback from employees. We were deeply encouraged by the outpour of positive affirmation from our employees who shared that they were proud of the new workplace and felt that the workplace enhancements have indeed fostered a stronger sense of

98%

of our surveyed employees feel proud of their new workplace.

88%

of our surveyed employees felt that the new workplace has enhanced communications across divisions.

88%

of our surveyed employees felt that the new workplace allowed them to work more effectively.

80%

of our surveyed employees felt that the new workplace has helped build a sense of community across all divisions.

community, culture and provided more opportunities for them to work and communicate effectively. This is also a testament to the success of our change management strategy that has allowed us to achieve our vision. And these achievements with our workplace transformation and its impact on our culture had not gone unnoticed outside of home too. We were humbled by the many requests through LinkedIn from various companies in Singapore to visit our new workplace and also received several accolades such as the ”Best Workplace Culture & Engagement” (Singapore HRM Awards 2018) and more recently, “Excellence in Workplace Culture Gold Winner” (Singapore HR Excellence Awards 2018). We were also featured in social media as one of the 5 dream companies with the ‘coolest’ offices in Singapore (thesmartlocal.com). With a finite amount of square footage to occupy, the best return on investment is to build spaces that support and are well-utilised by employees. To us, the success of our workplace transformation is not measured predominantly by the design nor the awards we win, but really the culture it bolsters. It is not about introducing a change to achieve strategic business objectives, nor is it just about building a new workplace. It is about making it home.

End of paper Word Count: 4,536.

References Bob Fox (2018) “Open Offices: One Size Does Not Fit All”, Work Design Magazine, 23 August 2018. Cheryl Duvall (2012) “Change Management: Optimizing People and Space Part 1 and 2”, Work Design Magazine, 1 December 2012 and 1 January 2013. John Kotter (2011) “Think You’re Communicating Enough? Think Again”, Forbes.com, 14 June 2011. John Kotter (1995) “Leading Change: Why Transformation Efforts Fail”, Harvard Business Review, May-June 1995 issue. Kate Wieczorek (2018) “A Workplace Strategist’s Response to the Harvard Research on Open Plans”, Work Design Magazine, 30 August 2018. Martha G. Rayle (2007) “Opening Minds to Open Offices”, facilitiesnet.com. Singapore Business Review (2018), “Singapore’s office rents amongst world’s most expensive”, 9 Feb 2018. Scott Adams, Dilbert comics, https://dilbert.com/

Submission 7 Chhatrapati Shivaji Maharaj International Airport Mumbai

Submission 8 Cochin International Airport Limited

COCHIN INTERNATIONAL AIRPORT LIMITED Moulding of Airport Professionals CIAL Management Trainee Scheme Introduction Cochin International Airport, India’s first green field airport built under Public-Private Partnership (PPP) is a trendsetter and a pathbraker in aviation infrastructure development. Mr. V J Kurian IAS, then District Collector of Ernakulam, conceptualized a novel idea of developing an Airport with the joint financial participation of Airport users (mainly nonresident Indians), Airport Service Providers and the Government. This concept paved the way for the development of not only Cochin International Airport but many other Airports in India including Bangalore and Hyderabad in the PPP Model. Later CIAL became a subject for Case Study at Harvard University, IIM Ahmedabad and IIM Kozhikkode. As on today, CIAL is the fourth busiest Airport in India with 5.23 Million international passengers. The solar energy initiatives of Cochin International Airport was recently recognized by the United Nations Environment Programme (UNEP) by awarding its highest environmental honour, “Champions of Earth” award – 2018, in the category “Entrepreneurial Vision” for becoming the first and only airport in the world to be fully powered by Solar Energy. According to a recent report of Centre for Asia Pacific Aviation (CAPA), India is among the five fastest growing aviation markets globally with 275 million passengers. International Air Transport Association (IATA) reported that India is likely to overtake UK for the third place in the global aviation sector, in the year 2025. Catching up with the renewed momentum achieved by the Indian Aviation Sector Cochin International Airport has logged the magical figure of TEN MILLION passengers in a single financial year. Also our turnover has increased to Rs.7030 Million comparing to the previous year’s figure of Rs.5920 Million. Cochin International Airport Limited (CIAL) has claimed the third spot (Asia-Pacific region, 5-15 Million passengers category) in the Airport Service Quality survey conducted by Airports Council International (ACI). Around 0.6 Million passengers took part in the survey which ranked airports based on facilities such as car parking, check-in services, food, entertainment etc. CIAL’s Unique Work Culture CIAL is an organisation built on strong foundation viz its Vision Mission and Values (VMV). (please refer www.cial.aero) People organization is aligned to the VMV through HR strategic initiatives and policy deployment. This has enabled the organisation to develop a unique work culture driving organisational excellence thorough – “relentless discipline, proactive approach and flexible team work”. Talent acquisition, development and retention plays a key role in sustained organisational performance. Our Management trainee scheme crafted to develop airport professionals is one such initiative.

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED CIAL Management Trainee Scheme CIAL believes in developing internal talent pipeline for future leadership positions. Keeping this in mind, a structured talent management programme for high potential candidates is designed for entry level managerial positions in CIAL. Utmost care is taken for acquisition, development and deployment of right talent under the scheme called CIAL Management Trainee Scheme. Under the scheme, talent acquisition is done through a 3 level process involving written test, physical efficiency test (wherever applicable) and personnel interview. The written test is done to cover assessment of functional and technical competencies, Physical efficiency test is conducted to ensure required physical efficiency standards and personnel interview would cover assessment of behavior, attitude and aptitude. The scheme has been successfully implemented from 2013 where in the first batch was inducted. Currently we have successfully inducted the 3 batches till date. The induction training of the third batch is progressing as planned. Aligning trainees to CIAL team and our work culture It is every important to align the newly inducted management trainees to company’s work culture. A tailor-made scheme is in place to ensure the quality of induction, on-boarding and align the newly inducted recruits with the desired work culture. The 3 phases of the trainee scheme are On-boarding, Development and Deployment 1. On-boarding. 2. Development. 3. Deployment The objectives of each phase are as described below. On-boarding The On-boarding is a key exercise through which the trainees are acquainted with the company, culture, people and processes. The key objectives are:

To make the new entrants totally aligned with company vision, mission, values and work culture.



Orient them with organization structure, key functions and people.



Rules regulations and do’s and don’ts as a CIAL employee.



Understanding and exploring self for personal effectiveness and team work.

Development Development is the critical process which helps the trainees to deliver the key job requirements. The main objective of this phase is to impart “Right Skills” to the talent pool through:

Imparting advanced Technical and operational skills for aerodrome operations.



Statutory / legal requirements of aviation with regard to airports, Fire and safety, security, communications, operations etc.

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COCHIN INTERNATIONAL AIRPORT LIMITED  

Training in process improvement initiatives like TPM, Six Sigma, 5 S etc. Identification of Personal Development Plan and assistance if required.

Deployment The trainees who complete the programme will be deployed on the job for a specific period. Main objectives of this phase are: To equip the trainees ready for independent placement.  Multi skilling through job rotation.  Skill and competency assessment during On the Job Training (OJT) The rollout of the first batch was done in 2013. The second batch of trainees was inducted in 2016. Both the above batches were successfully placed in different positions after completing the programme. The newly inducted third batch during 2018 is undergoing last phase of training. The professional graduates from various disciplines such as engineering, Management/Finance were inducted under this scheme. After on-boarding, the trainees were given cultural orientation to induct them to Team CIAL. On the Job Training (OJT) in various functions of CIAL is done in the next phase. The duration of OJT in each department is generally for a period of one month. After departmental OJT, they were given trainings on Personnel Effectiveness, First Aid, Aerobridge Operations, ATC, Inline X- Ray, Fire Crew Training etc as per the training schedule. Finally, at the end of the induction training, they were given one week training on advanced airport operational competency through specialised programmes in institutes like- Singapore Aviation Academy Copy of the training Schedule of the first batch is attached as Annexure I. On the Job Training & Learning Plan is attached as Annexure - II First Batch (2013-14)

12 B.Tech (Ele, Mech & Electronics) Graduates and 1 Chareted Accttt inducted on 25.07.2013

Training as per CIAL Management Trainee Scheme

25.07.2014 Posted to Finance, ARFF, Operations Electrial and IT & Commn

1st Role Change / Re-shuffling

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2nd role change / Reshuffling

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COCHIN INTERNATIONAL AIRPORT LIMITED Second Batch (2015-16)

9 Engg. Graduates (B.Tech Mechanical & Civil) inducted on 08.03.2016

Training as per CIAL Management Trainee Scheme

08.03.2017 Posted to ARFF & Civil

1st Role Change / Reshuffling

2nd role change / Re-shuffling

Third Batch (2018-19)

10 B. Tech EEE Graduates & 4 Chartered / Cost Accountants inducted on 16.07.2018

Training as per revised CIAL Management Trainee Scheme

Undergoing training

Will be posted to various depts.

ACI Asia Pacific HR Excellence Recognition Programme 2019

Role changes

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COCHIN INTERNATIONAL AIRPORT LIMITED Training Evaluation. On completion of each phase, trainees are required to submit a report on their learning. A cross functional committee consists of department heads conducts evaluation of the trainees. Feedback on areas of improvement is given to the trainees after the evaluation. Further, during OJT they have to take up an independent project/assignment on a specific area. Trainees will also get opportunities to make presentation before the senior management on successful completion projects. RESULTS Financials Turnover & Profit before Tax 8000

Rs. in Millions

6000 5000

7031

6690

7000 5245 4139

3879

4000

Turnover

2986

3000

2344

1793

2000

Profit before Tax

1000 0 2014-15

2015-16

2016-17

2017-18

Financial Year

Air Craft & Passenger Movement Aircraft & Passenger Movement 1200 1000 777

800 642

600

1012

894

538 489

472

415

577

628

696

527

400 200 0 2012-13

2013-14

2014-15

Pax.Mvmt - In 10000s

2015-16 Acft Mvmt - In 100s

ACI Asia Pacific HR Excellence Recognition Programme 2019

2016-17

2017-18

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COCHIN INTERNATIONAL AIRPORT LIMITED The Terminal - 3 CIAL started operations in 1999 handling 0.5 Million passengers that year. The traffic has grown up rapidly and over the years, it became the 4th largest airport in India in terms of international passengers. CIAL has constructed a new international terminal (The TERMINAL 3) in 2017 measuring 1.5 Million square feet to cater the increasing passenger traffic.

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The CIAL Managerial Team Managerial Strength before commissioning T3

Managerial Strength after commissioning T3

57 Senior Management

57 Middle Management

Junior Management

Senior Management

Middle Management

Junior Management

It is pertinent to note that even after commissioning T3, increased passenger movement, aircraft movement, operational area etc. the strength of employees have increased very nominally. The higher demand was met through better utilisation of people and induction of trainees through Management trainee scheme.

ACI Asia Pacific HR Excellence Recognition Programme 2019

COCHIN INTERNATIONAL AIRPORT LIMITED The Green Port Always adhering to the core philosophy of cost effectiveness and green culture, CIAL is evolving itself as a company which gets along with nature. On 18th August 2015, CIAL became the first airport in the world fully powered by Solar Energy. This never before idea fetched the airport the sobriquet; GREENPORT. CIAL is honoured with the highest environmental honour instituted by United Nations, “the Champion of Earth Prize -2018” for its successful execution of one of the revolutionary ideas of using solar energy.

The Solar Saga 2013: Started the journey to power neutrality. Installed 100KWp solar plant in March 2013 2014: Installed 1 MWp Solar Plant. First Megawatt installation in the state of Kerala

2015: Commissioned a 12 MWp solar plant. World's first Airport fully powered by Sun 2018: Champion of Earth 2018 Scaling to 40 MWp. Will be achieved by the end of 2018

Conclusion. Cochin International Airport continuously shows progress on all quadrants its deliverables Viz Financial perspective, Customer Perspective, Internal Processes and learning and growth. Snap shots on the results, awards received and recent international recognitions reveals the same. Indian Airport Economic Regulatory Authority has benchmarked CIAL for cost effective construction of the new International Terminal in 2017, UNEP has awarded CIAL with its highest environmental honour, “Champions of Earth” award – 2018, Airports Council International (ACI) has awarded third spot in the Airport Service Quality survey conducted in its category etc. All these achievements were accomplished with an addition of 34 managerial employees over a period of 5 years and making them aligned and productive. Now the percentage of youngsters in the organisation is around 30% of the total managerial strength. This is a unique achievement for CIAL in making the organisation ready to move forward in achieving its Vision “Excellence in Aviation and Beyond”. It is pertinent to note that along with other initiatives, the Management Trainee scheme is a unique and major contributor to the growth saga of CIAL not only for today but also for the growth aspirations for tomorrow.

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COCHIN INTERNATIONAL AIRPORT LIMITED ANNEXURES Annexure – I

SAMPLE COCHIN INTERNATIONAL AIRPORT LIMITED Training Schedule of newly recruited Junior Manager Trainees Phase I - Induction

Module

Module-1

Content

Resource Person

July - 2013 25

Meeting with MD / EDs About CIAL - Origin of new green field airport - Organisation & Engineering perspective

MD/EDs

Vision, Mission Values & Work culture of CIAL. Brief History, Success story of CIAL & Future plans

Head-HR

Organisation Structure Information about various Departments, their structure & functions. General information on Company Policies/ Rules / Regulations / Standing Orders, Employment conditions-Working hours / shift system leave / holidays / overview of employee benefits provided- Medical, PF, allowances etc, Performance Management process etc.

Mgr-HR

August - 2013 29

Department visits & General briefing on Dept functions Finance

Commercial, CGCC, Trade Fair Centre

Duty Free

Cargo

Operations

Security

Fire

Civil

Electrical

IT & Commn

Marketing

PR & KIAS

MD's Office

Secretarial

Air Transport Control Mgmt 1/2 day class- 1/2 day visit

AAI FD

Meteorology 1/2 day class- 1/2 day visit

MET Dept

Immigration procedures

Immigration

Customs procedures

Customs

Evaluation of Module 1

Evaluation Committee

Module–2

Behavioural & Managerial skills Personal Profiling-Attitude and empowerment of self (PPA). Personal Effectiveness Time Management

Mr. M.A.S. Menon

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED COCHIN INTERNATIONAL AIRPORT LIMITED Training Schedule of newly recruited Junior Manager Trainees Phase II - Development Aug-13 Content

Sep-13

Oct-13

Nov-13

Dec-13

Apr-14

May-14

Jun-14

Jul-14

Resource Person 16

Module – 3: - Position Information Job Description and job posting

Information about roles & responsibilities , goals, priorities of the department

Performance Expectations and Standards

Information on mandatory trainings to be undergone in Fire/ Cargo/ Security/ Operations.

General Overview on Aviation and Airline Industry

AirIndia or OPS-DK/AJ

Aviation security & Safety Training - Emergency Contact Numbers, PPE Equipments, Designated Confined Spaces, Accident Prevention, Signs, Tags etc (for the purpose of AEP)

OPS-Baburaj /Sunil/Cini

Basics of Fire Safety

Page | 9 AN

Fire

Evaluation of Module 3 Module – 4: - Operational Skills CARs, BCAS requirements related to employee's work unit, awareness of ICAO standards applicable to area of work

OPS

1hr-AN

Emergency Procedures-ICAO /BCAS regulations, Legal Framework

OPS

1hr-AN

Airport Security Provisions Airport Physical Characteristics

SECURITY

1hr AN

OPS

1hr AN

Submission of Report by Trainees

Evaluation of Module 4

Phase III – On the Job Training Module 5: Functional /Technical Trainings Module 5-A: Electrical Department Electrical Dept:-Day to day operations Equipment orientation- Entire power supply system including DG sets, panels, entire power supply system of bldgs of airport

ELE

RunwayLighting Systems-ICAO standards/Regulations,

ELE

Familiarisation with utility sub-stations & related equipments

ELE

Overview of ongoing & future projects in the department

ELE

operation & maintenance of HVAC plants, split Acs, Aerobridges, VDGS, Conveyors, escalators, lighting sys. STP etc

ELE

Energy Consumption, Conservation, role of officers & Energy charges, Solar energy project in CIAL

ELE

2dys-JMops

2dys-JM-IT

2dys-JMops

2dys-JM-IT

2dys-JMops

2dys-JM-IT 2dys-JMops

2dys-JM-IT

2dys-JMops

2dys-JM-IT

2dysJM-IT

2dysJM-ELE

Evaluation of Module 5-A Module 5-B: Operations Department Day to day operations in Terminal buildings, Management of issues related to Airlines, Cargo operators, paasengers & terminal bldgs.

OPS

Legal Framework for Airport Operations, protocols, security provisions to ensure compliance with regard to all aspects on Aerodrome standards

OPS

2dysJM-IT

2dysJM-ELE

2dysJM-IT

Implementation of integrated Safety Management System in Airport, Systems & Procedures for Airside operations Maintenance of Obstacle Limitation Surfaces applicable to Cochin Airport

OPS

Emergency response plans & implementation, Declaration /notification for aeronautical Information Publication on infrastructure facilities or any chrges there of.

OPS

Bird Hazard Control Mgmt & Wild life Control Mgmt, Environment Management around the Aerodrome sensitive Area

OPS

Managing Airline stakeholders on slot allocation/schedule fixation& non-airline stake holders including state & regulatory bodies; Operation of AOCC(Airport Operational Command Center)

OPS

2dysJM-ELE

2dysJM-IT

Evaluation of Module 5-B Module 5-C: IT & Communication Department Operation & Maintenance of Communication System EquipmentsEPBAX , telephones, wireless equipmtsAnalog & Digital

Software projectsIAMS, ERP, AODB, Cargo, FIDS, CUTE, BRS, Retail Mgmt, Display Boards

Hardware projectsData centre, server, computer & peripherals, UPS sys, IT security etc

Total Networking

Security Equipments- In line X-BIS, Standalone XBIS, CCTV, ETD, DFMD, HHMDs, MROV, TCB & BDDS equipmts

PA system & Acoustics

Overview on ongoing projects & future projectsBreakdown maintenance

Contract Labour ManagementObligations of Principal Employer

2dys2dysJM-ops JM-ELE

2dysJM-ops

2dysJM-ELE

2dys2dysJM-ops JM-ELE

Evaluation of Module 5-C

ACI Asia Pacific HR Excellence Recognition Programme 2019

2dysJM-ops

2dysJM-ELE

2dysJM-ops

2dysJM-ELE

COCHIN INTERNATIONAL AIRPORT LIMITED COCHIN INTERNATIONAL AIRPORT LIMITED Training Schedule of newly recruited Junior Manager Trainees Phase III – Continued Aug-13 Content

Sep-13

Oct-13

Nov-13

Dec-13

Apr-14

May-14

Jun-14

Jul-14

Resource Person 16

Module 5-D: Cargo department – Import / Export Procedures Info. on ICAO, FIATA , BCAS regulations, procedures for cargo operations

cargo

Dangerous Goods Regulations, X-ray Screening , Customs regulations

cargo

Activities of StakeholdersCargo service agents, Airlines, Customs

cargo

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Evaluation of Module 5-D Module 5-E: Aircraft Rescue & Fire Fighting (ARFF) Info. on ICAO, FIATA , BCAS regulations, procedures for cargo operations

ARFF

Dangerous Goods Regulations, X-ray Screening , Customs regulations

ARFF

Activities of StakeholdersCargo service agents, Airlines, Customs

ARFF

Evaluation of Module 5-E Module 6: On the Job Training Day to day operations of Cargo/IT /Electrical/Fire/Operations depts. Training for Airside Driving Permit Radio Telephony, Equipment training Communication with ATC Runway Inspection Apron & airside markings Management of issues related to airlines, cargo operators, passenger & Terminal buildings Wild life & Bird control management Mock drills/excercisesBomb Threat, Fire drill/ evacuation, Aircraft hijack etc. Presentation & Communication Skills

Evaluation of Module 6 Module 7: Aerodrome Safety Competence Training Evaluation of Module 7 Module 8: Advanced Technical Skills Detailed training on ERP

TCS/ Internal

Total Quality Management, 5 S programs

External

Project Management (as per requirement of Electrical/ IT /Ops depts)

External

Six Sigma

External

Training at Singapore Aviation Academy

SAA

COCHIN INTERNATIONAL AIRPORT LIMITED Training Schedule of newly recruited Junior Manager Trainees Mandatory Certifications Aug-13 Content

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14

Mar-14

Dangerous GoodsCategory-6(initial course) conducted by BCAS Dangerous GoodsCategory-6(Refresher course) conducted by BCAS

Basic Avsec Course

Screeners certification-2 types Standalone & Inline

18-27 10-11

Basic Fire Fighting Course of AAI (3 months) First Aid Training by St.John Ambulance Assn, Ernakulam

Apr-14

Resource Person

3 Months Course 2 Day

ACI Asia Pacific HR Excellence Recognition Programme 2019

COCHIN INTERNATIONAL AIRPORT LIMITED Annexure – III

SAMPLE On the Job Training & Learning Plan

During Phase II, the Junior Manager Trainees will be placed at various Departments to familiarize with department functions. The detailed learning plan for respective departments is attached. Department structure of all departments is included in the learning plan. OPERATIONS DEPARTMENT General understanding on various functions of the Dept, viz. :  Airport layout, statutory licences/ approvals etc  Protocol of Access Control Management  System of AEP check, in co-ordination with CISF or Airport Security,  Procedure for issue of Airport Entry Passes as per the norms of BCAS/CIAL.  Day-to-day airport terminal operational activities, handling of VIP/VVIP movements, passenger suggestion/grievance registering and redressal system in the airport etc  System followed for vehicular movement, vehicle parking, special VIP vehicle parking etc in the city side of the terminal buildings.  Apron Safety & Discipline rules and other operational aspects for ensuring smooth and safe aircraft operations.  ATC functions including generation of aircraft movements’ data  The ICAO approved Radio Transmission phraseology.  Operation procedure of AOCC (Airport Operational Control Centre)  Procedures and resources management related to Aviation Security, operational safety aspects related to aerodrome works and periodical safety inspection.  Procedure for aircraft parking control system of the airport.  Bird and animal hazard management programme of the airport.  Procedures to monitor and notify the presence of obstacles, in the vicinity of the airport.  Protocol for finalization of seasonal flight schedules in co-ordination with the airlines  Contract Labour management and their bill forwarding procedures  Role of governing agencies such as Ministry of Civil Aviation, Director General of Civil Aviation (DGCA), Airports Authority of India, Indian Meteorological Department etc, for matters including obtaining Aerodrome License and renewal for aerodrome operations, aviation safety etc.  Role of external agencies such as Customs, Bureau of Immigration, Airport Health, State Police, Airport Security (CISF), Airlines and Ground Handling Agencies functioning in the airport  Relevance of mandatory/periodical meetings conducted by Operations department such as Airport Security Committee, Airport Facilitation Committee, Aerodrome Committee, Airfield/Airport Environment Committee etc.  Airport Emergency Procedures, Method of Working Plans (MOWP) in the operational area as practiced at Cochin Airport.  Familiarization with the airport emergency plans & procedures and the rules & regulations related to aerodrome operations.

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED ELECTRICAL ENGINEERING DEPARTMENT General understanding on various functions of the Dept, viz. :  Round the clock management of Electrical systems of the airport  Electrical diagrams , statutory licences / approvals etc  Power system distribution-110 KV, 11 KV, LT and Ring Main System  Substation Equipments and protection-110KV and HT control circuits and standards  DG sets and back up power supply-AMF panels and power distribution  Operation, Maintenance and Calibration of Runway Lighting System  Air conditioning system  Fire detection system and Fire hydrant system  Solar power generation  Equipment details, operation & maintenance of conveyor, escalator, lifts, PBBs, VDGS etc  Energy conservation & Energy Audits  Power supply & DG back up of Radar, ILS & Outer stations  Day-today operations of substation & equipments  Should familiarize with ICAO Annexure-14, CARs, Airport Design Manual etc  Electrical Project Management including tendering procedures  Maintenance procedures & reporting systems  Familiarization with ERP of Electrical Dept CIVIL ENGINEERING DEPARTMENT: General understanding on various functions of the Dept, viz. :  Airport layout/design/drawings and statutory licences/ approvals.  Project Management including tendering procedures  Consultancy contract management.  Planning, design, estimation, tendering, award of contract and execution, quality control and billing for capital works  Contract management and bill forwarding procedures  Routine maintenance works in terminal buildings, runway, taxiways, apron, outstation buildings, roads, drainages, horticulture & landscaping, rehabilitation area etc.  Commercial land utilization plan  Liaison works with external agencies such as PWD, KWA, Local bodies etc.  Future expansion plans  Familiarization with ERP of Civil Engg Dept CARGO DEPARTMENT General understanding on various functions of the Dept, viz. : International Export General Cargo Export  The export procedures in conformity with Customs and Airline requirements:  Export chain  Dangerous Goods acceptance & Storage  Coordination with the Ground Handling Agent

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED  Role of handling IATA agents, CHAs, Plant Quarantine, statutory bodies etc.  The procedures of handling different types of Cargo Perishable Cargo Export at CPC  Different types of Cargo handled in CPC  Import & export procedures followed in CPC.  The equipments & facilities available in CPC International Import     

Import procedures in conformity with Customs and Airline requirements Import chain Procedure for disposal of uncleared cargo Procedure for proper receipt and accounting of import cargo as per GH agreement Should have an understanding of - Delivery order, Airway Bill, Bill of entry and Baggage Declaration, Invoices, Import licence & other related documents

Domestic Cargo   

Procedures followed for handling incoming & outgoing cargo. Terms & conditions with Airlines on domestic incoming & outgoing cargo Procedures for handling different types of domestic cargo viz; general cargo, perishable cargo, valuables, live cargo, post office mail, courier, etc. In addition to the above, Trainee should have an understanding of the following general aspects related to Cargo Operations:  Should understand the air cargo layout, statutory licences and approvals.  Charges/rates involved in Air Cargo operations  Rules & Regulations, security procedures of BCAS, DGCA, IATA including Dangerous Goods Regulations  Familiarize with ERP & other software systems in Cargo. ARFF DEPARTMENT General understanding on various functions of the Dept, viz. :  Requirement of ARFF Service in Airports, statutory licences and approvals.  Level of Fire Protection - Categorization of Airport and mandatory requirement of firefighting appliances and extinguishing media  R/T Communication - Practical operation of R/T & procedures  Role of two way communication systems in Airport operations and various types of communication equipments used in CIAL  Runway Inspection – Dawn, Dusk and Movement area inspection. Requirement and Procedures of various types of runway inspections  Follow Me service - Requirement and procedures of ‘Follow Me’ service  Airport Emergency Plan – Local Standby, Low Visibility Standby and Full Emergency  Aircraft Accident within the Airport - Roles and responsibilities  Aircraft Accident outside the Airport - Roles and responsibilities  Table Top Exercise, Hot Fire Drill and Full Scale Emergency Exercise  Mandatory requirement of periodical exercises and its procedures  Aircraft & Airport Building Familiarization

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED             

Training Requirements – mandatory training and refresher training programmes Fixed fire protection installations in CIAL - Fire pump house, Fire hydrants and alarm system – types and functions Fire prevention activities - Roles and responsibilities of Fire Prevention Team Daily inspection of ACFT - Procedures for conducting Daily Inspection of ACFT Routine activities of ARFF - Various drills, training programmes, appliance tests and maintenance Functions and importance of Fire Station Watch Tower & Fire Control Room Response Time - Definition and its importance Manpower deployment in each shift - Standard practices followed in various ARFF Services Maintenance - Maintenance procedures of critical appliances and equipments, stores. Procurement of capital equipments, spares, consumables etc. Medical Emergencies and resources - Triage procedures - Actions in case of a medical emergency - Resources available - Importance of Medical Inspection Room in airport NOTAM procedure - Reduction on ARFF facility and manpower Familiarization with ERP of ARFF Dept.

SECURITY DEPARTMENT General understanding on various functions of the Dept, viz. :  Risk and threat management in aviation security  Access Control Management to terminals and operational area  Procedure for issue of Airport Entry Passes for employees, authorized Cargo Agents, Commercial Agents, Travel Agents, Tour Operators, Press Representatives, as per the norms of BCAS/CIAL.  Security equipments, baggage screening systems & procedures at Cochin airport  Surveillance activities of CISF, security measures by the Airlines etc. at cochin airport  Legal / Statutory & administrative requirements as per BCAS/DGCA/ICAO guidelines, Security Audit etc.  Airport Security Programmes, Manuals, Contingency plans & Standard Operating Procedures with regard to aviation Security. IT & COMMUNICATION DEPARTMENT General understanding on various functions of the Dept, viz. :  IT & Communication systems/network, statutory licences / approvals etc  Round the clock management of IT&Communication infrastructure of the airport  Life cycle management of projects & equipments which include IT project management procedures & tendering procedures  Handling of System Administration  Database management  General information on ERP, AODB, FIDS, CUTE, BRS, Cargo, Retail management softwares at CIAL.  Server administration & other Hardware under IT dept ( Data Centre, Computers & peripherals, UPS systems, total networking, IT security etc)

ACI Asia Pacific HR Excellence Recognition Programme 2019

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COCHIN INTERNATIONAL AIRPORT LIMITED    

Network administration Maintenance of Communication system equipments in airport (EPBAX & telephones, wireless equipments- Analog & Digital) Maintenance of UPS and related electrical systems PA system & acoustics

COMMERCIAL DEPARTMENT General understanding on various functions of the Dept, viz.:  Revenue generation & Concessionaire Management for non-aero revenue  Planning & Revenue Generation for non-aviation revenue  Facility management of CIAL Golf and Country Club and Trade Fair Center  Purchase procedures & Tendering procedures  Contract management  Vehicle management FINANCE DEPARTMENT General understanding on various functions of the Dept, viz.:  Business planning, financial planning & execution  Cash & Funds Management  Accounting –Payable & Receivable, Asset accounting  Revenue streams – Aero, Non-Aero, Non-Aviation  Financial statements  Budgeting - Capital & Revenue budgeting  Statutory & legal compliance and Compliance with respect to Audit & Tax matters  Airport Regulatory Authority Matters (AERA) HR DEPARTMENT General understanding on various functions of the Dept, viz:  Recruitment & Induction – guidelines & procedures  Training & Development – In-house/External/Mandatory programs  Service matters – Regularisation, Confirmation, Promotion, Separation etc  Performance management & Compensation management  Disciplinary & Grievance redressal process  Maintenance & updation of personal records  Employee benefits  Issue of Prepaid Taxi permit  Contract labour- statutory compliance  Apprentice induction & related processes  Other administrative functions

ACI Asia Pacific HR Excellence Recognition Programme 2019

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Submission 9 Delhi International Airport Limited

ACI Asia-Pacific Human Resources Excellence Recognition

Innovate

Aspire

Lead ||

Change

Delight

SUBMISSION

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Program 2018

Index PAGE NO.

Journey we traveled

2.1

Embracing Change

2.2

What makes DIAL unique

Strategy at DIAL

3.1

Strategic Planning

3.2

Strategic Deployment

3.3

Commitment to Values

3.4

Workforce Capacity

3.5

Workforce Capability Building for Change

3.6

Change Cycles of Learning and Development

3.7

DISHA - Capability building for Stakeholders

3.8

Nurturing Talent for Future

3.9

Engagement

3.10

Communicating in times of Change

3.11

Innovation leading to Change

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Chapter 1 Journey We Travelled The Journey of GMR as a group is an epitome of diversification demonstrating change management and mastering the art of change management. From Jute mills in 1978 to developing projects in high growth areas such as Airports, Energy, Transportation and Urban Infrastructure in itself represents the agility of the organization to move ahead, adapt change, diversify and transform. GMR is today a major player in the Infrastructure Sector, with world class projects in India and abroad. GMR Vision Statement “To be an institution in perpetuity that will build entrepreneurial organizations making a difference to society through creation of value”. Airports Sector GMR Group currently owns and operates Delhi International Airport, Hyderabad International Airport and Cebu Airport at Philippines. The Group is developing Goa’s Greenfield airport at Mopa reinforcing our position as fastest growing international airport developer.

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Delhi International Airport Limited (DIAL) is a joint venture, formed as a consortium between GMR Group (64%), Airports Authority of India (26%) and Fraport AG (10%). The concession to operate, manage and develop the IGI Airport was awarded to the consortium in January 2006, following an

Connecting India to the World - Delhi International Airport Limited

International competitive bidding process. DIAL entered into Operations, Management and Development Agreement (OMDA) on April 4, 2006 with the AAI. The initial term of the concession is for 30 years extendable for another 30 years. DIAL Mission Statement “To be amongst the world’s Top 3 airports by providing superior customer experiences through deployment of technology and innovation, while sustaining profitability with care for environment and being a great place to work”. Organisational Facts: 1. Employee base: 1457 2. Attrition Percentage: 5.71% 3. Passenger: 65.69 Million passenger 4. Revenue – EBITDA – 1184.45 Crores 5. ASQ Ranking: # 1 in customer experience category Environmental Impact: 1. Asia Pacific first Carbon Neutral Airport for two consecutive years – 1.84 Kgs. of CO2 emitted per passenger 2. 100 % water recycling and reuse 3. 83 gm/passenger waste generation 4. 10, 319 MWh renewable electricity generation 5. 25 Tonnes paper recycling Contribution to Nation Building: 1. 93, 971 direct employment by Delhi Airport 2. 80, 724 Cr aggregated economic Impact of Delhi Airport. 3. 9, 63, 000 tonnage metric Tonnes of fright handled 4. 68 Acres of Land Bank utilized by DIAL for hospitality and mixed used development

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Creating and Connecting Milestones reflecting change year on year Story of DIAL in itself is a reflection of mastering the art and science of change management and creating a winning story under complex and uncertain business environment.

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Despite all challenges DIAL was able to achieve and deliver world class Public private Project in a timely manner  New Runway operations – September, 2008  Terminal-1D commissioned in April 2009  Commencement of commercial operations from Terminal-3-July-2010 DIAL provided world class facilities and passenger amenities through Infrastructure enhancement, Operational & technological improvements and environmental sustainability initiatives.

Chapter 2 2.1 Embracing Change Role of HR is an absolute reflection of change management and timely adaptation of novel people practices to leverage business along with HR interventions to leverage business growth an achieve targets in complex business environment and related challenges. Key Challenges  

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Capacity enhancement with minimum interruption to existing operations Maximise capacity to handle longterm traffic growth, while meeting the required service standards set out in the OMDA Significant media attention, on account of working in a public domain Operating facilities (T1B building) built in 1940 Making IGI Airport Encroachment Free: There were nearly 2,500 encroachments spread across IGI Airport over the past 5 decades Nonexistence of As-Built drawings (for utilities like Electricals / Telephone / IT) Relocation of Airline and statutory agencies offices

Constraints  Extremely Short Deadlines

 Extensive Stakeholder Management

 Availability of Trained Manpower

 Project Financing for such a large project

HR ROLE  Focus on recruiting global talent by engaging with global consultants and taking support of Airport Network  Developing training plans for skill up gradation for employees recruited through non airport environment.  Building performance review mechanism  Align DIAL mission to various airport stakeholders  Defining Customer Experience at Airport  Establishing training academy for airport stakeholders on customer experience  Creation of Robust Organization Structure (Future Plans of 03 years )  Exclusive media training for senior management  Designing quality initiatives for process improvements  Initiatives on policy advocacy with respect to Nation Building  Building HR policies as per business requirement  Creating sustainable talent identification and management process

Change was even reflected in the approch taken by DIAL in order to achive the target

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DIAL adopted an innovative project execution approach to deliver the project “Cost Plus” EPC contract, comprehensive project risk management and parallel process of design and construction enabled to cut around 12 months of time from total execution considering the aforementioned constraints and skewed timelines, sourcing skilled global talent for a world class project proved to be a challenge which was tackled by voluminous work done by HR, adapting to change along with application of innovative HR intervention.

Multi-pronged HR Strategy

2.2 What makes DIAL unique â&#x20AC;&#x201C; Creating tomorrow today! Change Management Model AT DIAL DIAL has adopted an all-inclusive change management model to meet business requirements and surpass industry benchmarks. The Model emphasizes on: 2.2.1 Contextual Sensitivity Our ability to understand the context and to identify the opportunity at given point of time to influence and mobilize people in order to build agenda around stakeholder needs, aspirations and expectations of people. Further reflections provided in section 3.1.

Ref. â&#x20AC;&#x201C; Change Maestros â&#x20AC;&#x201C; Dr. Pritam Singh et al.

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2.2.3 Winning Streak Inspiring to achieve the desired goal faster than others and developing talent pipeline that drive initiative, understand cultural sensitivity and reediness to see world as their oysters. This is further illustrated in section 3.3.

2.2.2 Compelling vision and purpose Power of Vision and purpose utilized to galvanize people and take organization to next orbit, serving society at large. Refer section 3.10.

2.2.4 People connect and engagement Believing strongly in role of people power in actualizing organization vision. We believe in shaping the context and actualizing the vision of transformation through collaboration with employees, partners and stake holders and creating a winning organization. Engagement in DIAL is illustrated in section 3.9. 2.2.5 Meaningful contribution with speed Constant focus on meaningful contribution integrates organization values to organization goals thereby brings prospective, guides selection of right goals keeping both present and future in mind to achieve larger organizational, national and societal goals. Refer 3.1 and 3.2. 2.2.6 Creative destruction for transformation Workforce capability development to embrace change at systemic and people level to deliver in constant changing business environment and to emerge as fast flexible and first mover. Section 3.8 further covers nurturing talent at DIAL. 2.2.7 Evolving Self Our emphasis on continuous development of people enables employees to unleash their full potential, supporting organization in changing business environment. Focus on self-development leads to a high performance culture and engaged employees striving towards business goals. The workforce capability framework at DIAL has been provided in section 3.5.

After Privatization

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Before Privatization

Chapter 3 3.1 Strategic planning DIALâ&#x20AC;&#x2122;s strategic planning process has evolved since inception to sustain the challenges of VUCA world. The strategic planning process is structured around the central thought to ensure long term sustainability of the organization. As evident above, the strategic planning process of DIAL has evolved from a Compliance standpoint to a more aggressive and inclusive growth oriented approach. Today, DIALâ&#x20AC;&#x2122;s collaboration with its major stakeholders in the airport community by way of stakeholder engagements forms an integral part of all Delhi Airport strategies. The current DIAL strategy focuses on customer experience, profitability, technology, innovation and people. The strategy is implemented through various departments along with the co-operation of airport stakeholders, partners and service providers. Organization agility is gauged by quarterly scan of external business environment, regular monitoring of development at airport and analysis of internal capabilities is undertaken. Challenges, if any, is assessed from such information and proactive actions initiated. The role of HR in deployment of organizational strategy is through creation of Balance Score card at department level and goal sheet formulation at employee level. This, followed by regular monitoring by way of mid-year and annual appraisals. The strategic planning process is thus an embodiment of the contextual sensitivity of DIALâ&#x20AC;&#x2122;s change management model.

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3.2 Strategy deployment Strategic Planning at Delhi International Airport (P) Limited (DIAL) is guided by the GMR Group Vision 2020, Values & Belief and DIAL mission to transform the organization as Performance driven and be amongst the best in class airports. An annual strategy workshop is held with the steering committee members, Emerging Leaders and subject matter experts (SMEs) to assess the external and internal business environment and develop its future course of action be it short term or long term goals (ST & LT). The short-term time horizon is one year with a three year rolling long-term plan. The strategy planning and deployment process ensure that organization is able to prioritize change initiatives while retaining Organizational agility and operational flexibility to maintain standard and excel in service quality.

Plan Inputs : A detailed Environmental Scan Document for the strategy workshop is develop, outlining the trend and possibilities of global, regional and Indian macroeconomics factors, state of global and Indian aviation industry, socio-political developments, and development on legal and regulatory issues, environmental concerns and emerging technologies. Apart from these Shareholder’s expectations (Group Holding Board, GHB guidelines) and stakeholder’s feedback are assimilated as inputs to the SPP. Perform Analysis: A day long annual strategy workshop attended by sector CXOs, DIAL, CEO, DIAL SCM and respective Vertical Heads assess and analyze the business related inputs and revisit Mission, to plan its resources and delve upon its Core Competencies. Focus Groups, comprising of senior leadership and Emerging Leaders, deliberate and changes are recorded to assist in formulating strategy in the final step of SPP. The Blind spotting exercise is conducted by SMEs and non-DIAL participants. Formulate Strategy: Outcome of previous step is used to formulate the Strategic Intent, outlining the operational achievement and aspirations for the organization, in the near future. Guided by Mission,

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3.3 Commitment to Values DIAL strives to institutionalize the winning culture through its values and beliefs which are not only demonstrated by leadership but also reinforced during various formal and informal interactions with employees. As business environment becomes more complex, DIAL’s reinforcement to its values has given competitive advantage over others. DIAL’s values and beliefs are sacred and forms an integral part of the leadership. Our embodiment to values inspires to achieve desired goals faster than other and help employees to create winning streak.

strategic advantages are exploited and strategic challenges are overcome by developing Strategic Objectives SOs; short and long term Strategic Initiatives with measurable KPIs and targets. DIAL strategic planning has traversed a journey from Operation stabilization in 2006-07 to compete and join the league of World’s best airport like Incheon & Changi in 2016-18 by leveraging Innovation and Technology. The strategy planning and deployment process embodies meaningful contribution with speed.

3.3.1 CSR DIAL strives to be a responsible neighbor by making meaningful contribution to the local communities. Being managers of India’s largest airport, we believe in leading by example and setting precedents by investing in various social, cultural and environmental programs. 

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Preventive healthcare and sanitation including Reproductive and child health (RCH) and Nutrition Program, Life Skill Education for adolescents, Mobile Medical Units (MMU) and General Health Awareness. Enhancing Education Quality through Balwadis, early learning centers, after-school learning centers and fund education of meritorious children. Promoting skill development to empower youth and women through our Center for Empowerment and Livelihoods-Delhi (CEL-D), in association with leading industries like Volvo, Voltas, ATDC, VDMA, CELEBI etc. Environmental Sustainability through installation of solar power capacity, CNG vehicles operation and Fixed Electrical Group Power (FEGP). Employee volunteering has been an active involvement to various CSR programs to enhance its efficacy. In FY 2017-18, we organized 84 employee involvement programs which saw contributions from 1174 employees and family members who together put in 2989 hours of community services.

3.4 Workforce capacity: The workforce capacity planning is directly linked to the strategic and functional objectives of the organization. To ensure adequate workforce capacity, the existing HR database of DIAL is considered. This employee strength is compared against the requirements – capacity and/or capability terms – for achievement of the organization’s strategic and organizational priorities.

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3.5 Workforce Capability Building for Change DIAL is committed to the continuous development of all employees through a structured and planned approach to enable its people to deliver stretch performance within a changing context.

Job rotation and internal job posting (IJP) promote career progression for internal talent and cater to the growth aspiration of employees and organization. DIAL has implemented new grades in line with the Hay’s evaluation study to meet organization requirement of role clarity (managerial and specialist career paths), quick decision making, customer experience and innovation.

The purpose of Learning and development is to ensure Organizational growth through continuous development of its people, all employees and in special cases, connected contractors and service providers and other stake holders have the knowledge & skills to perform in their jobs effectively now and in the future, enable and encourage employees to work to their full potential to support the organization and support employees in a time of External and Internal change. Learning and development activities in DIAL focus on adding new skill sets (Behavioral Learning, Business (function-related) learning, Technical Learning and eLearning) and enhancing existing skills required for business needs. Learning and development plans are based on the future business strategy, annual operating plan and regular individual appraisals, professional Development Dialogue & Talent Review. These plans identify where individual performance may be enhanced through Learning and development initiatives categorized as behavioral, technical and business (function related) training courses, Group Development Initiatives, CSR activities etc. as appropriate. DIAL regularly interfaces with premier institutions in India and abroad as well as leverages the expertise of GMR Aviation Academy for technical capability building. 3.6 Change Cycles of Learning and Development

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DISHA (DIAL Internal Stakeholder Academy) was incepted with a vision of creating â&#x20AC;&#x153;WOWâ&#x20AC;? experience for the passengers at Delhi Airport. DISHA ambitions at up-skilling the role-holders employed with the various stakeholders as DIAL intends to align each stakeholder, namely, government agencies, service partners, DIAL employees and other agencies working at airport with Mission and Vision of IGIA. DISHAâ&#x20AC;&#x2122;s endeavor is to educate airport staff and assess the performance of the participants post training. It also includes

3.7 DISHA - Capability building for Stakeholders

coaching the role-holders at work and providing assistance in achieving and overachieving the preferred performance levels. The benchmarks are based on industry driven practices set by respective service partners. We also lay lot of emphasis on paving the path for conceptualization and smooth execution of improvement plans. DISHA has been a service differentiator for enhancing core skills of close to 10,000 role-holders approximately every year and developing all the role-holders that fall under our wings. With the robust interventions, perseverance and intermediations we have transitioned IGIA’s ACI ASQ ranking in the year 2006 from “124” in the world to the “Best in Class Airport” #1 Airport across the globe. Workforce capability development emphasizes on evolving self and hence contribute to the parameter of evolving self. 3.8 Nurturing Talent for Future DIAL realizes the need to substantially build upon the Organization and Human capabilities by developing a strong talent pipeline. Keeping in view the current & future Business Projects and manpower requirement, it is imperative to decide on:

Talent Management in the DIAL assumes significant importance to address the current and future business challenges. It primarily aims at investing in people development, by way of identifying successors and talented individuals for Leadership Roles in the Group. It also focuses on identification, development and deployment of employees within the Group to enhance retention of key talent and also to prepare Leaders with a variety of knowledge and cross functional skills. The skills are developed by the mechanism of Multitier Leadership Development Program as mentioned below: Multi-tier leadership Development Programs (MTLDP)  Leadership Development Program ( LDP) typically for senior Heads of Departments mainly Vice President and President  Management Development Programme for managers with teams reporting to them  Band Transition Programmes for employees promoted from General Manager level to Vice President level  Manager’s Manager : First time Managers for employees promoted in people managers role  First time Managers for employees promoted from individual contributor to people manager  Management Trainee / Graduate ET program for campus hires for the year.  Emerging Leaders Program (ELP) : Associate General Manager and General Manager  Young Leader’s Program (YLP) : Associate Manager and Manager  TRANSFORM : LI-LJ  ALCHEMY: Programs for Secretaries as and when required.  Programs for IDP Implementation post Development Centers

Supply and Demand for Talent in the Group Talent that can be developed from within the Group Talent that is needed from external market

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Specific programs targeted at the enhancement of engineering, procurement, construction, operations and management (CEPCOM) related skills that are required in all businesses.

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3.9 Engagement DIAL employee engagement needs have evolved ever since its inception in 2006. Over the period the key drivers of engagement has evolved from mission alignment in 2006 to creation of opportunities for existing talent , creation of transparent environment and continue to take pride in DIAL’s performances. DIAL has moved from 3.64 engagement score in FY 2011 using the Gallop up framework to 4.38 engagement survey score in FY 2018. DIAL’s engagement survey is known as “ Pulse Survey “ and the output of the Pulse survey contributes in identifying the key drivers of Employee Engagement at DIAL The roll out of employee engagement score has seen some major organization wide intervention implementation. 1) Canteen Facilities across Airport 2) Structured HR Policies with matrices on accountability and responsibility 3) Communication on HR Policies 4) Strengthening the appraisal process by quality performance dialogues. People manager’s training on “Driving business value through business communications”. 5) Role clarity brought in by Hay’s job evaluation study. 6) Career Progression through Internal Job Posting (IJP). DIAL has achieved 74% closure of IJPs through internal talent 7) Creation of transparency for internal job posting 8) Individual development plan for all CEO- 2 level 9) Creating Forums of Communication – like CEOs Communication , skip level meeting , Cross Functional Dialogue HR Help desk 10) “Fun at Work” concept – enabling employees to showcase their cultural/entrepreneurial side. 11) Quarterly employee magazine

Nurturing talent for future enables embracing change at systemic and people level and thereby contributing to constant changing business environment and to emerge as fast flexible and first mover.

12) Identification of training Needs using role based training technique and Completion of training plan implementation 13) Implementation of HRBPs structure 14) Crèche Facilities for employees at Delhi Airport DIAL has included “Great Places to Work” as part of its mission statement and since 2012 has embarked on the journey of “Great Places”. The initiative has evolved over a period and shaped up the current employee experiences. The GPTW action planning is implemented by five cross functional team across the organization each headed by a senior member of DIAL leadership along with HR process owners. Engagement at DIAL plays a pivotal role in actualizing organizational vision and shaping the context of creating DIAL a winning organization.

“83% and above as a score for pride related to DIAL brand and 70% score for pride for job and sense of responsibility” 3.10 Communicating in times of Change

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DIAL has communication forum across levels. CEO Communication: - A forum for leadership to connect with all employees at DIAL. Monthly Communications: - A forum for all H ODs to connect with team to share the current performance, expected performance for the coming month.

3.10.1 Existing and New Employee Communication Employee communication in DIAL focuses on the following for all HR interventions. a. Intent: DIAL believes it is imperative to communicate with a clear intent in order for employees to understand the rationale and expected action. All communications have a well-articulated intent that helps draw the necessary responses from people and catalyze growth. b. Partnership: The respective functions ensure that the communication c. Involve: Major communications are backed by Cross Functional Team (CFTs) members who act as a focal point for disseminating and driving the plan across the organization. d. Unique: Each of the DIAL communication has a unique identity e. Reach: Intertwined mechanism of reaching out to larger workforce.

Skip Level Meetings: - Skip Level Meetings is an opportunity to connect with your skip level manager. LI LJ Dialogue: - A forum to connect with employees working in shifts. HR Dialogue: - A dialogue forum for all employees to connect with HR process owners for resolving policy related matters 3.10.2 Stakeholder Communication DIAL regularly connects with stakeholders through innovative channels such as social media, festival/event celebration, employee facilitation programs and sporting extravaganza. Our social media impact: DIAL has pioneered the worldâ&#x20AC;&#x2122;s first aviation multi-sport event platform called, Skylympics. Focused on strengthening relations and connecting the 50000+ strong airport community, the event promotes team work, bonding and pride at work, opportunity for business networking, enhanced shareholder engagement, imbibing culture of fitness among others.

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3.11 Innovation leading to Change At DIAL, as part of innovation, organization drives improvements, ideas and innovations. These initiatives celebrate the spirit of participation, enthusiasm to win and to develop new approaches for problem solving. The initiatives that promote innovation culture at DIAL are KAIZEN, CIP (Continuous Improvement Plan), Total Employee Involvement (TEI), 5S Zones. In order to take innovation to next level, DIAL has launched an initiative (Indradhanush), an Entrepreneurial incubator encouraging scalable business proposals. Innovation is supported by a robust Knowledge management (KM) process. It is about people, process and technology. Currently, KM portal has over 1000 knowledge documents available which employees use to enhance and update their knowledge base. KM portal at DIAL enables capturing, sharing and reusing knowledge for business benefits.

Redefining customer Experience – GMR WAY

The most crucial part is what we are doing to extend this leadership position by challenging ourselves to do better and pushing our imagination to redefine airport experience. We are focused on delighting always We work with best partners, engage best people and adopt best practices to ensure that every movement spent at Delhi airport is delightful enough to have cherished memories We are innovating for better We adopt innovative and technologies to make the airport more engaging and efficient while ensuring the travelers “Vision without action is merely a dream reach their destination quickly and comfortably. Action without vision just passes the time We aspire more Vision with action is our passion We aspire to become the strongest an the best for today and tomorrow to ensure every new day at the Delhi Execution withthat perfection is our strength” airport is better than yesterday Grandhi Mallikarjuna Rao We are Leading form the front We do not follow the path that others have taken, we create our own path to ensure holistic performance across all parameters.

“Vision without action is merely a dream Action without vision just passes the time Vision with action is our passion Execution with perfection is our strength” Grandhi Mallikarjuna Rao

Airport operations at DIAL is all about

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Delight. Innovate. Aspire. Lead

Submission 10 Fiji Airports

Contents Introduction 3

Modernization of Air Navigation Equipment

Our Structure

Modernization of Security Equipment

5 Executive Chairman’s Message 6 Our Vision, Mission & Values 10 Our People 10 Our Journey Showcasing Sustainability 11 Excellence through Change Management 12

Change Management – People Effectiveness Applicability Proven Contribution to Airport Business 15 Future Projection – Change Management 17 Conclusion 20

Innovation

Annex

Modernization of Nadi International Airport

1.0 Introduction Who We Are Fiji Airports (FA) is a fully Government owned Commercial Company (GCC) previously known as Airports Fiji Limited th th (AFL). AFL was renamed to FA on 29 May, 2018. The company was established on 12 April 1999 under the Public Enterprise Act, 1996. It was formed following the reorganization of the Civil Aviation Authority of Fiji (CAAF). FA reports to the Attorney General and Minister for Economy, Public Enterprises, Civil Service and Communications for its commercial performance and Civil Aviation policy matters. FA owns and operates Nadi International Airport and manages Nausori Airport and 13 other domestic outer island airports on behalf of the Government. FA also provides Air Traffic Management (ATM) services in the Nadi Flight Information Region (Nadi FIR). This includes the air space of Fiji, Tuvalu, New Caledonia, Kiribati and Vanuatu, covering an area of 6.0 million square kilometres. Nadi International Airport is the main international airport and Fijiâ&#x20AC;&#x;s gateway to the world. It handles 97% of international visitors to Fiji annually, 86% of which are tourists. The airport handles up to 42 International and 330 domestic flights (scheduled and non-scheduled) a day equating to around 48,910 commercial aircraft movements annually with 42,971 over-flights per year. Nadi International Airport generates 96% of FA total revenue and 100% of its profits. The total international passenger movements in 2017 for Nadi International Airport were 2,009,878 whilst the total domestic passengers were 281,757. Nausori Airport is the second international airport and domestic hub in Fiji. It handled 74,702 international passengers and 268,757 domestic passengers in 2017. The 13 outer island airports are operated on a non-commercial basis, pursuant to the provision of the Public Enterprise Act of 1996. Total passenger movements at these airports in 2017 were 215,844 whilst aircraft movements were approximately 11,806.

Our Business FA‟s core responsibilities are to:     

Efficiently and in a regulatory compliant manner carry out international, domestic and outer island airport operations. Efficiently and in a regulatory compliant manner carry out Air Traffic Management in the Nadi Flight Information Region and Fiji‟s airspace. Provide world class duty free shopping experiences to our passengers. Provide reasonable returns to our shareholder in line with its level of Investment. Continually invest and develop out ATM facilities, terminal and airfield pavement infrastructure to world class standards.

FA Customers & Partners Our customers and partners include our employees, passengers, the airlines, aviation regulators, and the aviation industry as a whole, general public, tenants, service suppliers, transport operators, tourism operators and government agencies. The company cooperates with the Government on two fronts: Commercial returns and in terms of aviation policy, border control and safety regulations under the Civil Aviation Authority of Fiji.

1.1 Our Structure

1.2 Executive Chairman’s Message Nadi International Airport – The Pride of Fiji th

We got internationally recognized. In 2017 Nadi was the Skytrax 6 most improved airport in the world! Wow! We never expected this. When we follow right processes and systems – the result usually takes care of itself. As a matter of fact, with our heads buried in the sand for the most part of the last 5 years due to undertaking arguably one of the most challenging infrastructure projects in Fijian history, we had little time to spend in contemplating how the project will turn out. Today, as we walk around the terminal we do so with quiet smiles on our faces, depicting our deep sense of collective achievement. We have even received congratulatory messages from our counterparts from around the region in Australia, New Zealand and the Pacific. I am told by a senior executive from Auckland Airport, that until last year Auckland treated Sydney and Brisbane as their competitors for a regional hub. Now they have included Nadi in the mix. We have lifted the bar to higher standards both in Fiji and internationally. I hope the facilities at Nadi International Airport put a joy and smile on peoples‟ faces every time they visit the airport. I hope the airport represents to them everything that is good about Fiji and everything that is promising about its future. We had to build whilst continuing to operate. That was our biggest challenge. Our second biggest challenge was to upgrade old buildings without proper drawings or master planning. 97% of air travel into and out of Fiji is through Nadi. A disaster on the project could have resulted in a disaster for the country. The stakes were high. Due to the risks many senior management left in the past. The current team for the last 5 years, demonstrated courage, resilience, decision making capacity and entrepreneurial skills to deliver NATMP. I do not wish to repeat what I said in the last annual report and I encourage people to read the past 3 annual reports together with this one to fully understand the transformation that Fiji Airports has gone through in the last 5 years. However, I do re-emphasize that we closed NATMP scope at $129 million whereas an independent study that benchmarked 28,000 square meters of terminal and services upgrades we undertook at Nadi, against the actual results of 10 Australian airport terminal upgrades, showed that a similar upgrade in Australia would have cost an estimated $241 million to $289 million. We recently undertook a further study through Airports Council International (ACI) - a body that is closely linked to ICAO and the aviation sector that specializes in benchmarking airport businesses globally. ACI found that Fiji Airports cost was USD $8 per pax compared to USD $14 per pax for other Pacific Island airports and the global average. They said and I quote: “This highlights the very good overall cost competitiveness and cost management of FA in the region both in terms of operating and capital costs.” What does this mean for Fiji Airports and its stakeholders? Put simply if we can successfully deliver a project at $129 million when someone else would deliver at $289 million that allows us to deliver more projects without increasing our fees and charges.

Fundamental values, habits and a sustainable business model When we read this and the last 3 annual reports we will see a common value driven at Fiji Airports. 5 years ago we identified that we had an aging or obsolete terminal, pavement and air navigation assets. Some of our infrastructure was in a dilapidated state.

Nadi was the only airport that made profits (still is), but those profits were not enough to allow us to undertake the massive upgrades and up-keep of our assets to best industry practices. We had to restructure our revenue and costs, and that we did. I can mention many attributes, values or habits that in-turn form the character or culture of my colleagues at Fiji Airports. Our character in turn translates into a sustainable business model. I discuss 4 habits that have led to our transformation. 1.

Budgetary mindset v stretching the dollar for value

Early on we abandoned the budgetary mindset and adopted the approach to test every dollar we spend. We believe that a true re-structure is based on starting a fresh without historical bias. Indeed such an approach comes through taking more risks, sleepless nights and hard work, but it has the potential to yield unprecedented results, due to greater sense of ownership. 2.

Proactively driving progress

We have built a pursuit of proactively driving progress. It allows us to put aside the 8 to 5 type mentality that existed in the past, and focus on how to make things better. “Drive Progress” is a slogan we remind ourselves every day as it sits on our screen savers. It is our KPI. Due to this pursuit, we have become a lean and mean machine. Whilst we ensure that governance procedures are always followed, there is no room for bureaucracy. Timely decisions to drive progress are one of the keys to our success. 3.

Win / Win outcomes

We knew we had one chance with our revenue restructure with the Airport Development and Modernization Act allowing us to re-tender our retail spaces. As a result, rents in some of our tenancies have gone up by about 10 tim es (1,000%) of what tenants were paying prior to the revenue restructure that was undertaken through a competitive tender bidding process. This would not have been possible if we simply looked at what was paid in the past and aimed at a typical percentage increase. On the other hand higher rents would not have been sustainable if we did not achieve win / win outcomes that benefited all. We spent months talking to existing tenants and understanding the various businesses prior to compiling our tender documents. Using F&B outlets as an example, we made it a pre-requisite that to be successful the tenderers needed to put forward an international or local brand name. Brand names bring with them a self-governing obligation of higher standards on the operators. At the same time we knew brand names would increase the turnover because people‟s propensity to spend would go up due to better offerings that people could easily identify themselves with. Through this approach, we saw the birth of a number of successful F&B business brands in Fiji, using Nadi International Airport as the launching pad. The F&B turnover went up by multi-folds compared to what it was in the past. The tenants were not only paying higher rents, but making more money. Similarly, although we achieved increases in our air navigation fees and charges, our total turnaround cost remains 2 to 3 times lower than published charges for airports in Australia and New Zealand; and lower than most Pacific Island countries. The airlines now have better infrastructure, to in turn boost their on-time-performance and improve their service delivery to our common customers, the passengers. We carried out a successful exercise of not just negotiating on numbers but understanding and recreating business models where there is something in it for everyone – a state of balance. The passengers, the concessionaires (tenants), the airlines, and we as the landlord are all happy because of the win/win outcomes.

Beginning with the end in mind

When we started off 5 years ago we knew what we wanted to achieve at the end of our restructure. We needed to build world class infrastructure. We needed money to support our network of airports in Nausori and outer-islands that were non-profit making; yet served an integral part of our shareholder Government‟s vision for connectivity and betterment of Fijian people living in isolated smaller islands. We needed to lift our service delivery to world class standards. And we needed to declare dividends to our shareholder in line with its century old investment. Taking all things into consideration, we needed to build a sustainable and responsible business. We can argue that we achieved everything we embarked upon 5 years ago. However, in my assessment we are sitting at about 65% out of 80%, of where we need to be; with 80% being the highest. The balance 20% denotes the room for improvement that will always exist at Fiji Airports as we have adopted a culture of continuous improvement and growth. Our challenge is to get up to 80% in the next couple of years.

Without the above habits, and many more I do not have the space allocation to expand upon here, we would not have achieved yet another record breaking financial year in 2017.

Profits, Revenue and Expenditure In 2017 we made record breaking net operating profits before tax of $80.2 million compared to $65.86 million in 2016, an increase of 22%. The 2017 EBITDA stood at $94.2 million compared to $78.66 million in 2016. Please refer to the page titled “Key Financial Figures: At a Glance” for more financial data. I note that in 2012 our total profit and loss cost as a percentage of revenue was 78%. In 2017 it was 43%! That is a phenomenal achievement because costs in most businesses generally tend to increase proportionately to revenue.

The Balance Sheet The total shareholder‟s fund grew to $221.7 million in 2017, an increase of $19.1 million compared to 2016; despite declaring $45 million in dividends. In other words the increase in shareholder‟s fund would have been $45 million higher but for the dividends. We have declared a total of $100 million in dividends over the last 4 years. We are also forecasting to deliver $45 million in dividends every year over the next 4 years. In 2017 we engaged Erasito Beca to carry out a fair market valuation of our assets. This report was finalized at the beginning of 2018. Our assets are now valued at $437.1 million compared to $233.8 million in our books in 2017, an increase of $203.3 million. The increase is attributable in a large part to the successful infrastructure projects we have delivered such as NATMP. The results of this exercise means that in 2018 financials, our shareholder‟s fund will increase by a whopping $203.3 million due to this exercise alone. The shareholder‟s fund as recorded in our books now or after the fair market valuation of our assets is taken into account, is not a reflection of our business enterprise value. The business enterprise value of Fiji Airports has grown by multiple times in the last 5 years due to positive discounted present values of future cash flows. Our interest cover ratio (ICR) stood at 43 times compared to our financial covenant requirement of 5 times. In 2017 we made 43 times profits compared to the interest we paid on our borrowings. Our gearing ratio of debt to EBITDA stood at 1.12 times, showing significant excess borrowing capacity. We need to borrow large sums of monies to undertake other major projects in the pipeline. In April 2017 we reached practical completion of NATMP. However, in 2017 we commenced a further estimated $35 million worth of infrastructure upgrade projects in Instrument Landing System / Distant Measuring Equipment, ATMC Voice Communication System, Common Regional VPN Network, Adacel Aurora ATM Surveillance System Upgrade, ATM Taptool System, Labasa Runway Lights and Rotuma Runway Upgrade Project, etc. In 2018 we will be commencing the major Nausori Runway expansion project.

We see a significant capital injection in our air navigation system. As an Air Navigation Service Provider we need to upgrade our aging infrastructure to continue to provide safe air navigation in our Flight Information Region. The transition from procedural to surveillance based air navigation is a giant leap that Fiji Airports is taking in safer and more efficient air navigation. Our major challenge – Master Planning further development of Nadi Nadi International Airport is the first and last impression of Fiji to our visitors. It processes on average 42 international jet flight movements a day; and in total 392 flight movements per day when domestic flights are taken into account. With the international growth forecasts of Fiji Airways based on a significant expansion of its fleet and routes over the next 5 years, Nadi needs to be able to cope with this growth. Unfortunately, due to political interferences in the past, invaluable land belonging to Fiji Airports was given away for free to private businesses. To depict the gravity of this negligence, a number of parcels of land within the airport complex were given away only a few years ago in 2002! These parcels surrendered within the airport complex are land locked. Other parcels of land were given away that were earmarked for our future growth expansion. Fiji Airports has to now buy back land at the current high market rates to ensure that we can cater for the traffic growth into the next 4 to 5 decades. A terminal 2 will need to be built in about 15 to 20 years‟ time. In the more immediate future, we need to expand our gate facilities to process more aircraft. Acquisition of land and delivering upon the master planning to cater for the future growth is our major challenge into the future. Development of our non-profitable airports In 2017 we made $2.4 million in operational losses in running Nausori and our 13 outer island airports. To put things in perspective, many of the outer island airports in our network, have gross revenue from landing fees of about $1,000 per annum! We will be approaching the local airlines to make the domestic fees and charges more equitable and win / win as between the airlines and Fiji Airports. In 2017 we also spent $6.06 million in capital expenditure for the loss making airports in our network. Altogether $8.44 million was spent in 2017 in opex and capex for loss making airports in our network. As this is a contribution we undertake directly in line with our shareholder Government‟s vision of greater connectivity and development of Fijians in the isolated islands of Fiji, we could argue that this sum of $8.44 million should be treated as an addition to the $45 million dividends we declared in 2017 to denote a total dividend payout of $53.44 million. In years prior to 2016 Fiji Airports did not spend a single cent on capital expenditure for outer island airports. For decades prior to 2016 and from our incorporation (CAAF days) any capital expenditure was incurred based on national budget grants that were of small amounts, few and far in between. For this reason Rotuma runway expansion project was planned and delayed for the last 4 decades. Fiji Airports‟ drive on improving facilities at outer island airports has never been more focused. Our regional role as a Pacific hub Fiji Airports has strategized to host unprecedented number of ICAO and ACI seminars and workshops in Fiji. In addition to our focus on improving our infrastructure and service delivery through our people, in order to achieve a hub status, we need to play a more prominent role by bringing such seminars closer to the Pacific. Being hosts comes at a financial cost but also allows us to take a leadership role in giving our people and our Pacific neighbors in the aviation industry a greater chance to build their capacity due to easier accessibility and lower costs. -„

1.3 Our Vision, Mission & Values Whilst the statements below are current, there is already change of these being driven by our leaders. Our Vision To be the world‟s leading small international airport and air traffic management service provider whilst protecting our heritage. Our Mission To ensure world class airports and air traffic management facilities and services in the Fiji Islands that are managed in a safe, secure and efficient manner that meets ICAO standards, exceeds customer expectations and provide a fair return on Shareholder‟s funds. Our Values These core values are equally important in the pursuit of our corporate goals:  Our People  Accountability, Transparency, Responsibility and Ownership  Sustainability  Excellence in Customer Service  Resilience 1.4 Our People Finding the key ingredient to success is challenging. At Fiji Airports (FA), we believe in our pool of talented locals. This has been built on the foundation of empowering and growing locals which has been evident in our success over the last 5 years. In 2017 our workforce was made up of 525 employees. The percentage of women has increased and now makes 20% of our total workforce. However in key departments like Air Traffic Management women make up more than 40 % of staff numbers. We are blind when it comes to recruitment; there is no gender or ethnicity bias so long as people want to be part of our dynamic team; bring capacity and wish to develop and grow. Senior executives are personally involved in the recruitment selection process. Training and development is our focus. We encourage staff to attend seminars, workshops and trainings. This allows for continuous growth. A good example is the numerous ICAO and ACI seminars and workshops we either host or attend abroad. This exposes staff to new ideas, new trends and broadens their knowledge base. People who are identified as high performers are groomed into potential leadership roles. The growth of our people has resulted in promotions and pay rises. It‟s two way relationships and is given because they are deserved. An energetic, enthusiastic and vibrant workforce produces greater results and improves productivity. Gone are the days of doing what is required in your job description. If it needs to be done, it will be done and this has been out team approach.

2.0 Our Journey Showcasing Sustainability

3.0 Excellence through Change Management 3.1 Innovation

3.1.1 Modernization of Nadi International Airport

Nadi Airport Terminal Upgrade The $129 million Nadi Airport Terminal Modernisation Project began with the ground breaking ceremony in November 2013. The original airport was built in 1939. This is the first major upgrade to the airport since the 1950s and it now features amenities such as a non-denomination prayer room, kids play room and the airport now offers free wifi to travellers.The main purpose was for the country to have a world-class facility that drives a totally new dimension to Fiji‟s tourism sector. Nadi Airport was previously built by adding three different buildings at different times. It was therefore not easy for the architects to design. According to the Executive Chairman, Mr Faiz Khan, “the project has been funded entirely at FA‟s financial strength of borrowing without government guarantees” (The official Newsletter for Fiji Airports, 2015). Consequently, the reform included; top class facilities which included two lane vehicles drop off, the ceiling being raised and floor widened and world class duty free brands and many more. Moreover, the Directors had the responsibility of not only upgrading Nadi International Airport, but in restructuring the cost and revenue section, improving on technical training, up-skilling of staff and their morale; continuously working and improving on safety guidelines by CAAF and ICAO and developing a master plan for Nadi, Nausori and Outer Island to help re-define the future of civil aviation in the country. The practice to continuous improvement in the processes and people of FA had been undertaken by the Board over the past few years. According to (The official Newsletter for Fiji Airports, 2015),the board also embarked upon an unprecedented level of training, particularly in the technical areas of Air Traffic, Safety, Airfield, Security and Engineering.

The Nadi Airport Development and Modernization Act have been successfully completed and Nadi th International Airport has been ranked as one of the World's Most Improved Airports being ranked as 6 out of the 10 most improved airports (Waqa, 2018).The implementation of the Nadi Airport Modernization Act has been hailed as one of the major influences in FA‟s good financial position. One of the problems faced during the upgrade of the Nadi International Airport was that the past construction was not correctly documented. This was perhaps the greatest challenge. However, all the design consultants have done well as they highlighted the constraints that then became challenges which were mitigated as best as possible.

3.1.2 Modernization of Air Navigation Equipment The objective is to continue improving service delivery and modernizing Communication Navigation and Surveillance/ Air Traffic Management (CNS/ATM) facilities. Capacity building has been ongoing to ensure that the introduction of new systems is seamless. The modernization of our equipment was carried out through two major projects. These were the ATM Voice Communication System (VCS) and Very High Frequency (VHF) radio network and the Nadi Instrument Landing System (ILS) Distance Measuring Equipment (DME). Harris Communication is our supplier for the VCS and VHF radio project and Indra for the Nadi and Nausori ILS. The installation and commissioning was completed at our nine VHF radio sites around the country at Nadi Tower, Loa, Nausori Tower, Monasavu, Delaikoro, Labasa, Savusavu, Matei and Rotuma. This enables us to talk to the Pilots wherever they may be flying around Fiji. The next phase in the Site Acceptance Testing which will involve collaboration flight and flight validation of the new Nadi ILS/DME in the first quarter of 2018. The Nausori ILS/DME installation will commence when the Nausori Airport runway extension is completed by 2020. The board has approved other major projects like the ICAO Common Regional VPN (CRV) network supplied by PCCWG and the upgrade of the Tower TAPTOOL supplied by Frequentis. This will ensure enhanced data management and future proofing of communications beyond 2018. 3.1.3 Modernization of Security Equipment Security is of paramount importance to the aviation industry. Hence, our aviation security continues to play an integral role in safeguarding operations at our airports. Significant investments in acquiring brand new security equipment has been carried out as part of the NATMP which include brand new x-ray machines walk through metal detectors and hand held metal detectors. These modern machines enable detailed passenger screening with clearer images. Security continues to evolve in our aviation environment that is susceptible to new threats. 3.1.4 Change Management - People Through the innovation process we ensured that the operations were normal. During the modernization upgrade our people were closely collaborating with our stakeholders which also led to the formation of an Operational Forum to ensure that the airport operators were maintaining their service delivery to our passengers. There was enhancing of manpower for people. In 2017 this progressed into a more focused Collaborative Operations Group (COG). In 2017 we introduced the engagement of full time qualified nurses. The concept of having nurses has allowed us the ability to provide medical attention during emergencies at the airport. Lives have been saved because of this initiative. Hence we received positive feedback from travellers who have commended our nurses for their professionalism and service.

Our Customer Relations/Guest Relations Officers were awarded with Fijian Host of the Year Awards in 2013, 2014 and rd 2016. As per records this is the 3 time Fiji Airports was awarded with Fiji Host of the Year Award. The capacity building of people has been an on-going process to ensure that the introduction of new systems is seamless. We train

our staffs engaged through continuous training programs. These are part of plans to constantly up skill our personnel at various levels.

3.1.5 Effectiveness Whilst we continue to grow significantly our partners are also flourishing. This is a result of the modern Nadi International Airport where new experiences are being created. We live in an age where passengers want more at the airport. The two main concerns were our passenger experiences and the traffic flow. Nadi International Airport is able to cater for different types of travellers. Not all passengers have the same wants. The key role of our people was to ensure that the passengers are facilitated efficiently when they arrive to the airports whilst the operations were going on in peak manner. The staffs at the terminals whether it be operations staffs, guest relations/ public relations officers were provided coaching and tremendous training on how to engage themselves while the passengers were coming and going out of the country. They ensured the customer service provided to our passengers were prompt. For those who come to the airport to bid farewell or greet passengers their needs have also been considered. For example, our brand new car park and car parking system has self-paying kiosks for peoples ease both at arrivals and departures. “These enhancements and partnerships have resulted in creating an airport experience; Nadi has been internationally th rated as the 6 most improved airport by Skytrax.” Due to the new innovations of airports our people is another unique experience. Those staffs on the ground level were engaged to assist the passengers in lifting their bags off their trolleys and putting them on the security screens. Thus, we are perhaps the only country in the world that provides this service, a truly warm Fijian welcome. When departing our shores passengers will experience our brand new departures passengers drop off area with two lanes. For a smooth traffic flow there, people were engaged in facilitating guests along with the stakeholders who have their clients. The airports stakeholders is one of the contributing factor for success of passenger experience and smooth traffic flow. The stakeholders brought renowned and local brands to the airport which has resulted in significant business growth for our partners. The better service provision and wider offerings by our duty free outlets have provided the passengers with greater appetite to shop. There is now faster processing times at the departures security screening and immigration, give passengers more time to spend on shopping. The Nadi International Airport Terminal upgrade has been done with one focus in mind – Enhancing our Passenger Experience.

3.1.6 Applicability Nadi International Airport has certainly come a long way from its humble beginnings since the first airstrips were constructed in 1939 (http://fijisun.com.fj/2018/06/05/our-modern-airport-enhances-our-position-as-the-undisputed-hubof-region/). What was once used as an airfield by the United States military during the Pacific War in 1941 has now become the crossroad for the Pacific with the handling of hundreds of thousands of visitors. The Government, working closely with Fiji Airports, has transformed the terminal to a modern structure that surely would be the envy of countries in the region and internationally. The $129 million upgrade has raised its standard on the international scene and now showcases a world-class facility that will definitely bring a totally new dimension to Fiji‟s tourism experience. It now has the capacity to handle more people coupled with a quicker more comfortable service for arrivals and departures. The modern retailers at Nadi airport now boast new modern images, a far cry from the old outlets. The new development has made these outlets prime real estate as compared to about five years ago when previous outlets paid a lower rent than businesses in the Namaka area. The airport is the main hub of Fiji Airways and its domestic subsidiary Fiji Link. Today, Nadi International Airport is a national pride and our main gateway to the rest of the world. Now we can say with authority that we are the undisputed hub of the region and the best. Our regional roles as a Pacific Hub: we have strategized to host unprecedented number of ICAO and ACI seminars and workshops in Fiji. In addition to our focus on improving our infrastructure and service delivery through our people, in order to achieve a hub status, we need to play a more prominent role by bringing such seminars closer to the Pacific. As being the hosts it does comes at a financial cost but also allows us to take leadership role in giving our people and our Pacific neighbors in the aviation industry a greater chance to build their capacity due to easier

accessibility and lower costs. By getting engaged with ICAO and ACI our people who are engaged in the operations are given the privilege to attend the trainings. They get to travel to other countries to attain qualification which only not accredits the company but also the country. They are bale to connect with other aviation industries around the world. Thus, being the hosts for above programs not only just benefits the organization but it also brings our country to be recognized by International delegates whereby they come and experience our hospitality. Nadi International Airport has become the first airport in the South Pacific to receive Level 1 Airport Carbon Accreditation by the Airports Council International (ACI) and International Civil Aviation Organization (ICAO). It was great achievement and our former Environment Officer; Triza Deeptimala represented us in Doha, Qatar to proudly collect the certificate during the ACI – Asia Pacific Regional Assembly in April 2017.

3.1.7 Proven Contribution to Airport Business Proven Contribution to Airport Business ICAO is leading a worldwide drive to update the aviation system with new technologies and to move towards an integrated and interoperable global air navigation system. Hence we are modernizing the airspace and air navigation systems to improve the efficiency of air traffic movements, allow more accurate navigation, reduce reliance on ground based systems, and improve communications and to increase availability of information for effective decision making. In 2016 we embarked on projects to enhance the Air Traffic Management Centre, Voice Communication System and the VHF Radio, the voice over IP technology, the performance based communication surveillance monitoring system and the Nadi and Nausori ILS/DME system. All of these were significant investments in our infrastructure which were carried out from 2017 till date. While Airports are the main contribution to the GDP and income venture there were some challenges to it. For Nadi Airport the challenges were working closely and collaborating with our stakeholders. The team has to closely form an Operational Forum to ensure that airport operators were maintaining the service delivery to our passengers. The main contribution to the business was the upgrade of the Nadi Airport Terminal and the Runway project of Rotuma. By upgrading the Nadi Airport Terminal not only changed the outlook of the airport but had a great impact on the people of the country in the Pacific and other countries. The new look beautifies Nadi Airport and has its own gesture. Recruitment was one of the key factors for Fiji Airports. The organization had to find suitable and qualified people to work along the Airport Staffs and their Contractors for the new venture. Hence a lot of people were recruited as Airports Marshalls and Project Officers. In order to get the people on – board on time the HR team had to work closely with the Management to get the approvals done for the new recruits. After successfully taking them on – board they were provided training in their designated roles. The runway extension at Rotuma project started in 2016 and was th completed in 2018 hence the ceremony was held on October 29 , 2018 in Rotuma. When initially the project extension of Runway started at Rotuma it provided employment opportunities for the people of Rotuma. Thus the new runway is now allowing Fiji Link to fly its Larger ATR 72 aircraft into Rotuma. th

In May 29 , 2018 the renaming of company was unveiled by Attorney – General and Minister responsible for Civil Aviation Mr. Aiyaz Saiyad Khaiyum who officiated at the renaming of Airports Fiji Limited to Fiji Airports with Executive Chairman Mr. Faiz Khan, staff and Management at the Nadi International Airport. Mr Sayed-Khaiyum said the significance of the name change was the branding and since the national airline was known as Fiji Airways, it was only fitting that they fly to Fiji Airports. He said it is also symbolic of the fact that it does not look after Nadi International Airport alone but all airports in Fiji. He highlighted the re-branding was also in line with the re-naming of other organizations like Tourism Fiji, Investments Fiji and Film Fiji. He noted that a number of changes have been made to ensure that the brand of Fiji is marketed well because Fiji is a small developing country and one of its key assets is “our name.” He said, when tourists arrive at the airport they see everything is modern clean and that is what makes it attractive as a tourist destination. He noted that tourists would have many choices from looking at the pricing, the country, law and order, safety, security, the airport and other things considered by the modern day traveler and that‟s how they make their decisions. The new Nadi International Airport terminal was officially opened by the Prime Minister on June 1, 2018. Developments in Fiji Airports



Upgrade of Nadi International Airport Terminal

Our new departure terminal 

New Rotuma Chip Seal Runway – $12.8m project

 

Re-build of Vanuabalavu and Koro Airport Terminals within a year after TC Winston devastation. Labasa runway lights installation has been completed; which allows night landing of flights, commencing the frequency of flights into Labasa is increased and convenient for passengers in choosing their flights.

Current Projects:  

Upgrade of Savusavu and Labasa Terminal- start off by next year th Nausori International Airport Upgrade and Extension Commencement: 19 September, 2018

Nausori Runway– Ground Breaking ceremony 

Construction of New terminal for Savusavu and Labasa

Recognition 

  

On 24th March, 2018 Nadi International Airport was named as one of the most improved airports around the world by Skytrax world Airport Awards. They ranked the airport on number 6. The upgrade and modernization of Nadi International Airport were timely and recognition by such a reputable organization like Skytrax is a validation of the hard work put into the entire time the modernization project took place; there was minimal or no disruption to guests flying in and out of Fiji. The faith which was placed in by the Fiji Government was also transparent the faith that they put in Fiji Airports Team under the Management of Mr. Faiz Khan. Received Level 1 Airport carbon Accreditation by the Airports Council International & International Civil Aviation Organization in April 2017. Customer Relations/Guest Relations Officers were awarded with Fijian Host of the Year Awards. As per rd records this is the 3 time Fiji Airports was awarded with Fiji Host of the Year Award. th Prime Minister‟s International Business Awards 2018 – awarded with Excellence in Service on 24 November, 2018

General Manager – Air Traffic Management & Operations Mr. Isei Tudreu receiving the Service Excellence Awards.

4.0 Future Projection – Change Management 4.1.1

HR Revamp

In 2018 Human Resources Department was branded as “People, Organization Development and Culture”. The main reason behind the name to change is to show our employees that we are there for our people and the organization will ensure to provide developments to all in each aspect areas by setting up the culture. This will ensure organization development and a renewed culture.

4.1.2

Current Projects

Employee/Employer Recognition Framework - the People‟s Team are engaged in Employee Recognition, whereby each employees are recognized by the organization on every quarterly basis. The employees are assessed by meeting the certain criteria‟s at the workplace. Each member of People‟s Team has different departments of Fiji Airports, whereby they go and do their People‟s Visit hearing out their concerns and what changes should be done in near future.

4.1.3

Networking

Leadership forum was held on 22nd of September, 2018 whereby PODC team presented to the management team their current projects which they will be initiating and what results they want to achieve by 2019 and strategic goals for future. People‟s Visit by the PODC team to all the departments of Fiji Airports including the Outer Station Staffs is done to get involved with everyone. At the Moment we are measuring the performance through the values of the company. We are also relaying our Vision, Mission and Values to meet the current direction in the dynamic aviation industry.

5. OUR EXCELLENCE MODEL- DRIVING CHANGE MANAGEMENT

5.1 Below is our excellence model which portrays the direction taken in achieving the vision, values, key strategic objectives and behavioral traits.

FIJI AIRPORTS EXCELLENCE MODEL

Our model is explained below: 

One of the critical things for organizational success is effective communication. The smaller circles indicate a COMMUNICATION strategy very similar to the PDCA strategy but it is one that we can own and live by: o

E – Engage with our people. There will be clear line to engage with our respective people and there are be no barriers. The engagement should be visible and consistent. The engagement should be visible and consistent. The engagement should be genuine and having meaning to it and this must be felt by the people of Fiji Airports.

A – Action requests. Engagement calls for action. We as leaders need to be visible and putting into action requests or concerns. We must be determined to close off any unresolved concerns. If there is a need to link with other departments then we must take the lead and look for solutions. This will further allow us to understand the perspective of our people.

F – Give Feedback. This is not just about communication but effective communication, so there is a need to close the loop. Respond and let people know what is happening in the organization, what is the motivation that is driving us as an organization. Discuss finished projects, upcoming projects, and individual role in the overall vision or master plan. At all cost, never blame an individual or any other department. Take ownership as a leader and stay convicted to your feedback.

M – Measure. This is where behaviour patterns can be established. This is where cultural types can also be established. Without being judgemental, assess and measure what has been the impact of your effective communication. Analyze what are opportunities for improvement.

R – Review your data. Ensure that after measurement a review is done. This is part of a continuous improvement process and the whole idea is to have everybody in the team to think and act alike. Get the buy-in of your respective leadership team in the department. Plot your course of action. Once these are done then ENGAGE again and continue the cycle.



Effective Communication will then impact on DEVELOPMENT (depicted by the Dark Green Circle surrounding the EAFMR Concept) in three key ways: o People o Organization o Culture



To ensure that we have the respective structure to support the DEVELOPMENT and COMMUNICATION Concept, a clear guideline called the LEADERSHIP Concept (depicted by the orange Circle) would be provided by the: o Leadership o Values o Key Strategic Objectives o Behavioural Traits



To compliment and oversee the whole model, the driving principle will be the DIRECTION Fiji Airports will be heading into: o Vision o Master or Corporate Plan

Conclusion Our people are an integral part of our success. One of the 2 pillars of Fiji Airports overall strategy is “Our People”. The other is our “Management Systems”. The philosophy of the company is “teamwork and delivery through effective communication and understanding of roles”. Our ship will go faster to its destination when everyone is rowing in the same direction. This is achieved through effective communication using both the “top – down” and “bottom – up” approaches. To bring about the best in our people we have a culture of continual learning, improvement and growth. We invest in our people through continuous training and development programmes. Our Aviation Training Institute has been revived to its full strength in the last 6 years. Our people are sent abroad for certain training not available here. We believe in providing careers and not just jobs. This is our way, the enriching way and the Fiji Airports way.

Annex  

Fiji Airports – Annual Report 2016 PODC – Board Information Paper (Portraying Management of Change, direction and drive of Fiji Airports linked to it‟s people and operations.)

Submission 11 GMR Hyderabad International Airport Limited

HUMAN RESOURCES EXCELLENCE IN

CHANGE MANAGEMENT GMR HYDERABAD INTERNATIONAL AIRPORT LIMITED

Table of Contents

Executive Summary ................................................................................................................................. 3 Perspective on Change Management ................................................................................................

Organization Overview ............................................................................................................................ 4 Embracing the Change- The GHIAL Way ...........................................................................................

Change Management in a Complex Environment ... ...................................................

Case 1: Ensuring Service Quality with Manpower & Capacity Constraints ................... 6

Case 2: Organization Design & Employee Engagement ..................................................... 8

Case 3: Successful Integration of Acquired Businesses ....................................................... 12

Conclusion ....................................................................................................................................................

Executive Summary The world around us is changing swiftly due to Globalization, Technology disruptions, Geo political uncertainties and changing demographics. To keep in stride with the constantly evolving business world, organizations need to adopt a value driven approach to manage change in order to survive, sustain and flourish. While change impacts the organization on a broader perspective, it ultimately affects the Human Resources of the organization the most as it is employees who feel and live the change. It leads to change in emotional ambience of the organization due increased stress among employees on account of lack of clarity on future of the organization and career paths, change of work environment, processes and relevance of skillsets. Thus HR team of an organization plays a critical role in managing the people effectively to leverage change into opportunities and thereby achieve the desired business goals. Arnaud Henneville, a Change Management Expert, Co-founder & CEO at challenger.com says “As dealing with change becomes a regular activity, leading it becomes a skill to hone, an internal capacity to master”. GMR Hyderabad International Airport Limited (GHIAL) has ‘Entrepreneurship’ as one of its Core Values and has always been proactive in adapting with changing environment and derive value from change. In fact, the very origin of the organisation has taken place through a revolutionary model of Public Private Partnership – concession which was first of its kind in Indian Airport Sector. Although GHIAL operates in a regulated and complex environment encompassing multitude of stakeholders with unique interplay of responsibilities and varying objectives at times viz. airlines, regulators/government agencies, passengers, service providers etc., GHIAL HR has been successful in fostering a cohesive environment amongst all the stakeholders with an overarching common mission of serving the passenger with best in class service quality through a unique platform called ‘One Family One Mission’. Over the years, many successes can been attributed to this platform such as consistently ensuring top-class passenger service quality and pioneering adoption of technology to enhance passenger experience and operational efficiency. Further as the whole Indian Aviation industry is growing at a fast pace, the passenger traffic at Hyderabad airport has more than doubled over the past 4 years and is expected to grow at a similar rate in coming years. The unprecedented growth comes with challenges of infrastructure and human capital constraints, presenting GHIAL with a major change management challenge. Operating in this fast evolving environment, over the years GHIAL has expanded in size as well as scope of service offerings both organically and inorganically. The growth imposes pressure on human capital and makes it imperative to have concrete capacity building and leadership development plans to build a robust organization while preserving its core values and culture. HR at GHIAL has adopted innovative ways to transform the organization structure, retain and grow skilled talent to build a sustainable organization which is resilient to change. Further GHIAL believes that change management has to be a continuous process in order to build an institution in perpetuity and HR propels proactive participation of all the employees through Business Excellence initiatives such as Idea Factory & Continuous Improvement Projects (CIPs) to accelerate improvement and build robust organization. The HR strategy, leadership involvement and specific initiatives that underpin GHIAL’s approach to change management are detailed in this paper.

Perspective on Change Management In today’s Volatile Uncertain Complex & Ambiguous (VUCA) world, organizations are faced with new challenges everyday due to evolving technology, changing demographics, geo-political uncertainties, increasing pressure to outclass competition due to globalization etc. It makes it imperative for organizations to adopt a value driven approach to manage change in order to survive, sustain and flourish. It is people who make up the organizations and so it makes it all the more important to manage the people effectively to leverage change into opportunities and thereby achieve the desired goals. Given that the most complex part of any organization is its talent pool with multiple generations, varying social and psychological expectations, Human Resources team plays a critical role in cascading the change effectively through this complex pool and achieving enhanced business value. While everyone understands the need for change when communicated clearly, given the inherent ambiguous nature of change, it leads to initial resistance from various relevant parties, insecurities in minds of employees regarding the future of the organization and their career and dwindling loyalty. Thus the success or failure of any transformational effort depends primarily on the effectiveness of the Human Resources team of an organization in managing and addressing the expectations of employees, retaining the talent, skilling and multi skilling them to align them with business needs, all while preserving the core culture of the organization. In the context of Indian Aviation Industry, the sector has witnessed a strong growth in the recent years and is poised to become world’s third largest air travel market by 2024 (IATA) fueled by the country’s robust macros, airport privatization and favorable government initiatives and policies designed to promote and develop the aviation industry. One such policy initiative is National Civil Aviation Policy (NCAP) 2016 designed to enable rapid growth of sector, advance regional connectivity and capture India’s largely untapped market of 300 million middle class through providing affordable services. Further to keep up pace with changing times and maintain global competitiveness, Ministry of Civil Aviation, Govt. of India, has embarked on a digitization program called ‘Digiyatra’, which aims to bring in truly digital and paperless air travel in Indian Air Travel space. While rapid growth and constant advancement is what every organization and economy desires for, it comes with its own challenges such as straining and obsoleting resources, both tangible and intangible, loss of skilled talent to competitors etc. and makes it imperative to have concrete change management strategies and processes in place to build a robust and sustainable organization.

Organization Overview GMR Hyderabad International Airport Limited (“GHIAL”) is a joint venture company promoted by the GMR Group (63%1) in partnership with Government of India (13%), Government of Telangana (13%) and Malaysia Airports Holdings Berhad (MAHB) (11%) to design, finance, build and operate Rajiv Gandhi International Airport (RGIA), a world class greenfield airport at Hyderabad on Public Private Partnership (PPP) model and began commercial operations in 2008. GHIAL is a part of GMR Group, founded in 1978 and headquartered in New Delhi, India. GMR Group is a conglomerate which has presence in diverse industries viz. Airports, Energy, Transportation and Urban Infrastructure. Currently, the Group operates four international airports at New Delhi and Hyderabad in India and in Cebu, Philippines and is in process of developing Greenfield international airports at Goa, India and Greece. Today, Hyderabad Airport is rated as one of the best airports in the world and has set benchmarks in airport infrastructure, operations and customer services. GHIAL is also developing Hyderabad Airport City, an integrated ecosystem with “Theme/Port” based development zones covering Commercial Office space, Retail, Leisure & Entertainment, Hospitality, Education, Healthcare, Aerospace and Logistics. This would lead to significant economic benefits in terms of investment and employment generation.

To increase to 74%; Share Purchase Agreement signed to acquire 11% stake from MAHB group in Feb’18

Vision & Mission Statement GHIAL has a culture derived from a set of deep rooted principles that underpin meritocracy, cultural diversity, employee engagement, entrepreneurship, leadership development and significant HR practices. It is nurtured through regular communication, training, reward & recognition, and high level of personal commitment from senior leadership team.

The inspiration to stay ahead of times is derived from GMR Group’s philosophy of ‘Creating tomorrow, today’.

Embracing the Change- The GHIAL Way Change Management in a Complex Environment An airport ecosystem is an inherently complex environment encompassing multitude of stakeholders spanning across regulatory authorities, service providers, employees and passengers, with a unique interplay of responsibilities and overlapping complexities.

In the case of GHIAL, Hyderabad airport being the first airport modeled as Public Private Partnership (PPP) venture in India, change management has been the very foundation for existence and survival of the airport from the day of conception of the idea – pioneering the PPP model in an uncharted territory and undertaking the challenging task of getting all the stakeholders’ consent and making them accustomed to the new concept of having a private entity operate assets of national importance and more particularly in government and regulatory areas such as security, immigration and customs where the operator has to exert influence without having the authority in order to get the required level of service quality and passenger experience. GHIAL has successfully traversed the journey of establishing world class infrastructure at Hyderabad with uncompromising level of service quality delivery and paving an exemplary path for much required progressive change in Indian Aviation Sector for unlocking the huge underlying growth potential, all while preserving the shareholders’ interests and adhering to the regulatory requirements. Further, Hyderabad airport witnessed huge growth of 110% in passenger traffic over the past 4 years and is envisaged to grow with similar momentum in the coming years. Also given that the whole Indian Airport landscape growing at a fast pace and ever increasing competition, the unprecedented growth opportunities come with its share of challenges such as infrastructure and human capital constraints. Thus effective change management is a necessity to survive and thrive.

The change management initiatives anchored by GHIAL HR team are illustrated in the below cases: • •

•

Case 1: Ensuring Service Quality with Manpower & Capacity Constraints Case 2: Organization Design & Employee Engagement o Moving from Person to Role based Organization o Becoming Future Ready & Resilient o Fostering Culture of Employee Engagement Case 3: Successful Integration of Acquired Businesses

Case 1 - Ensuring Service Quality with Manpower & Capacity Constraints Operating in this fast evolving and complex airport ecosystem encompassing multitude of stakeholders, GHIAL faces a constant challenge of balancing the needs of various players of airport community with diverging business interests and achieve a common objective of serving a passenger. To handle this challenge, GHIAL has created a unique platform named ‘One Family, One Mission’ in line with one of core values of the GMR Group – ‘team work & relationships’ to bring together different stakeholders and ensuring that all the stakeholders are part of all the passenger centric initiatives and work in a collaborative spirit to effectively achieve unity of purpose of serving the passengers with utmost service quality levels.

Over the years, this platform has helped in eliminating the friction between interlinked players with varying interests such as

GHIAL, through this initiative, has been able to create a cohesive environment by engaging all the stakeholders and ensure that the needs and requirements of all stakeholders are met in a balanced way and thereby stay ahead of time in leveraging growth opportunities by managing change and ambiguity. Passenger-centric Programs under One Family One Mission platform, anchored by GHIAL HR to build collaborative environment and provide an exceptional passenger experience, are as illustrated below: •

Joint Programs: ‘Passenger is Prime’ (PIP) which works on a philosophy that providing topnotch service to passenger surmounts all other interests for the airport community. A highlight is the deployment of specially trained Passenger Service Associates (PSAs) to provide personalized service to passengers across all key touch points.

•

Training & Skill Development: RISHTA (means relationship in many Indian languages), a training program which imparts customer facing skills to all the relevant stakeholders including Central Industry Security Force (CISF), Immigration officers etc.

•

Celebrating Success Together: This platform instills the feeling of family and belongingness by encouraging the entire community in celebrating shared successes through sports events, community service initiatives etc. Also, to promote the message of collaboration and unity of mission, strengthen the bonding and recognize the contribution of various stakeholders, representatives from various stakeholder groups are taken to major award ceremonies including Annual ACI ASQ Awards along with the GHIAL team.

Successful Outcomes: Over the years, many successes including Hyderabad Airport’s consistent high service quality can be attributed to this platform. Technology Adoption: Over the years, many successes can been attributed to this platform such as pioneering India’s end-to-end e-boarding system, express security-check, elimination of hand baggage stamping and helping formulate ‘DigiYatra’ – a initiative rolled by Ministry of Civil Aviation, Govt. of India to bring in truly digital and paperless air travel in Indian Air Travel space. Development & Operationalization of Interim International Departure Terminal: To handle the growing passenger traffic at Hyderabad Airport, GHIAL has embarked on a very large scale expansion which would more than triple the current passenger handling capacity. However, in the interim, to keep up pace with the growth momentum, a decision was taken together with consent of entire airport community to create additional capacity for handling international departures called as Interim International Departure Terminal (IIDT). It is one-of-a-kind innovative solution to cater not only to the growing traffic at Hyderabad airport, but also to support the bigger cause of enabling the city and the State to maintain the growth momentum. IIDT, is truly a multi-stakeholder effort, providing exclusive facilities for pre-boarding functions viz. check-in, security, immigration and customs processes for departing international passengers before they enter the main Passenger Terminal Building.

Change Management Challenges encountered during the process are as below: •

Stakeholder buy-in: Since the initiative imposed additional costs on the stakeholders in the form of time, effort and resources, convincing and getting their consent was a huge challenge

•

Splitting of operations: Moving from an integrated terminal to two terminals compelled all the stakeholders to have presence in an additional location and disrupted the way they operate; and all the passenger amenities as to be replicated at the interim facility

•

New Processes: As the passenger flow and passenger handling steps have changed, one of the challenges was to conduct extensive training to make them adept in handling the changes effectively

•

Communicating to Passengers: As passengers were habituated to a single terminal facilitating both domestic and international departures and arrivals, communicating the operational change to ensure a smooth passenger transition was challenge.

And owing to the fact that IIDT is a temporary set-up, all the above challenges had to be addressed in a cost-effective manner within exceedingly tight timelines. With the proactive involvement of top management, the above challenges were successfully overcome and IIDT went from concept to commissioning in a record time of 9 months. The successful operationalization of IIDT is a result of relentless change management efforts put in by GHIAL.

Case 2: Organization Design & Employee Engagement The rapid growth witnessed by the aviation industry in India and GHIAL in particular imposes challenges such as straining and obsoleting resources, both tangible and intangible, loss of skilled talent to competitors and increasing complexity of organization. GHIAL HR team puts in continuous effort towards capacity building and developing an agile organization that is essential for enabling transformational efforts in order to realize its entrepreneurial goals. • • •

Moving from Person- to Role-based Organization: To reduce organizational dependency on individuals, leverage competencies and ensure a simple, agile and lean structure that empowers faster decision making and facilitate scalability. Becoming Future Ready and Resilient: Building a talent pipeline through right skilling and providing exposure to diverse functions and industries and succession planning to ensure business continuum Fostering Culture of Employee Engagement: To sustain a culture of continuous improvement, foster a conducive environment for employees through engaging them effectively and empower employees to be a part of decision making process

Moving from Person to Role based Organization After a long phase of rapid growth & change which resulted in a complex organization structure, GHIAL embarked upon organization re-design in the year 2012 to achieve greater organizational effectiveness and agility with support of a renowned global HR Consultancy firm. Based on the concept that Organizational maturity will be hastened by viewing a job role more objectively, without being influenced by the impression of the person who occupies that job role, GHIAL adopted the prior mentioned job evaluation methodology of moving from a Person to Role based Organization. This methodology was adopted to streamline organization structures, rationalize the number of management layers, and bring in high level of transparency to job roles & responsibilities, convey clearer expectations of competencies in a particular role, facilitate better career and succession planning and above all, bring more discipline in organization design and development. As part of the process, GHIAL HR team has created one common platform for linking ‘Hire to Retire’ cycle.

In order to achieve the set objectives, HR team conducted multiple rounds of brainstorming, debates and analysis on every job role in the organization, with extensive involvement of employees. Multi-channel communication was rolled out through town halls, Leadership team meets, video messages from top management, huddles and other communication collateral to familiarize the employees with job evaluation and its benefits and also to address their anxieties and concerns surrounding this major change.

Through this methodology, GHIAL HR team has developed a flat organization structure that enables better workforce planning and role based hiring, and benefits employees through fewer career progression steps, more career choice options, role clarity and better career planning scope. Further in context of moving towards a process driven organization that enables continuous learning, accelerates improvement and helps achieve competitive advantage in dynamic business environment, GHIAL places diligent efforts towards imbibing the core values and concepts of GMR Business Excellence Model (GBEM) which is modeled after Malcolm Baldrige Performance Excellence Framework and over the years graduated to â&#x20AC;&#x2DC;Emerging Industry Leaderâ&#x20AC;&#x2122; maturity band. As a recognition of its efforts towards sustaining culture of continuous improvement, GHIAL was awarded Golden Peacock Business Excellence Award in 2017.

Becoming Future Ready & Resilient Building organization capability is vital for business sustenance and growth and GHIAL places diligent efforts in building talent pipeline by right skilling the employees and providing opportunities and exposure to diverse functions and industries, and comprehensive succession planning process to ensure business continuity. In line with the organizationâ&#x20AC;&#x2122;s philosophy of nurturing home grown talent across levels based on meritocracy and potential, GHIAL identifies and develops employees who have the potential to grow with the organization through institutionalized processes such as:

Leadership Rotation In line with its vision of building an institution in perpetuity which is resilient to change, GMR Group encourages rotation every three in all leadership layers of the organization across different business verticals of the Group.

Job Rotations In order to provide career development opportunities to employees, prevent job stagnation and build talent pipeline, GHIAL adopted a process of cross-skill/cross-functional movement of employees within the organization and across all sectors and business locations of GMR Group through Internal Job Posting (IJP) platform. As a policy all the positions upto managerial band are mandatorily advertised internally and eligible employees can apply for the same or one level up. All IJP candidates are interviewed by a cross-functional panel and selected employees join the new role within forty five days. Over the past 3 years, almost 150 staff at GHIAL have availed opportunities for internal job moves under the platform.

Talent Review for Leadership Roles & Succession Planning for Critical Roles In order to provide better career path to employees, ensure strong leadership pipeline for future and business continuity, GHIAL has a detailed talent review for leadership roles program and succession planning initiative for identifying and developing employees with the potential to fill key leadership positions in the company. Talent Review for Leadership Roles facilitates identification of Top Potential Leaders and Top Emerging Talents through Performance and Potential mapping and individual development plans for identified talent are led by CEO and a Steering Committee consisting of key senior leaders. The succession planning process, facilitates identification of critical roles, mapping of the positions with potential successors, gap assessment and bridging the gaps by internal/external training. With this robust process of succession in place, GHIAL HR team is mandated to consistently maintain availability of step-in successors for at least 65% of all critical roles across the organization at all times.

Training & Skilling In order to develop the capabilities of the employees and ensure right-skilling of the workforce, GHIAL provides learning tools and facilitates training/coaching through external training programs such as ACI AMPAP, ACI DNA and various other relevant industry training programs. In line with GHIALâ&#x20AC;&#x2122;s vision of building holistic corporate professionals, along with regular coaching and mentoring programs, HR places significant efforts to ensure that employees have sufficient exposure in areas of Corporate Social Responsibility and Spirituality. GHIAL further ensures that the Leadership team undergoes a specially designed coaching program which instills the organizationâ&#x20AC;&#x2122;s core values and culture in them, who in turn nurture and keep the culture intact throughout the organization.

Fostering Culture of Employee Engagement Organizations are made of people and steered by them, and any change in an organization impacts people the most. In order to sustain a culture of continuous improvement and build a robust organization, it is vital to foster a conducive environment for employees through engaging them effectively and partnering with them to develop and implement transformative business models. GHIAL team places conscious and diligent efforts to engage employees, enable a two-way feedback mechanism, empower employees to contribute/build effective business strategies and build an employee friendly organization. Few of such initiatives are illustrated below: Strategy Planning Workshops: GHIAL conducts Strategy Planning Workshop annually to design roadmap for the organization for a period of three years. Along with the top management from various functions, high potential young executives across all levels are identified personally by committee led by CEO and are encouraged to participate in the strategic planning process. This workshop is the core of operational strategy and gives HI Pots substantial exposure to decision making process, makes them feel involved and presents organization opportunity in bringing in new perspectives while planning and shaping future leaders.

Employee Engagement Surveys: In order to foster conducive environment and sustainable organization, it is important to understand and address the needs and concerns of employees. Committed towards building a great place to work for employees, GHIAL conducted employee engagement surveys which obtain feedback from employees on various parameters/employee engagement levers to assess how it fares as an employer and identify areas of improvement. Two such initiatives are illustrated below: • •

Pulse Survey: Internally designed employee engagement survey Great Place to Work (GPTW) Survey: Conducted by an independent agency to get an outside-in perspective on GHIAL’s culture and employee engagement

Post the survey, specialized focused group discussions involving participants across all demographics, work functions and levels are held to identify areas of improvement based on the survey outcomes and develop action plan to address them. One of the key findings of the above exercises was the need to speed up decision making and in order to improve this aspect, GHIAL embarked on a comprehensive job evaluation and re-structuring the organization as elucidated in the earlier sections of this paper. In order to emphasize the commitment towards building a great place for employees, realisation of Pulse/GPTW goals are made part of goal sheet of the entire top management.

Case 3: Successful Integration of Acquired Businesses Organizations often choose Merger & Acquisitions (M&A) to achieve better alignment of strategic objectives, maximize potential efficiencies or synergy targets and deliver enhanced value to the stakeholders. While Acquisitions and Mergers lead to huge business process transformations, the change has a tremendous impact on the human aspects as well – culture clashes, uncertainty, loss of identity, job environment changes, role conflict and ambiguity etc. are few stressors that influence an employee. Hence People Management is one of the most critical element of an effective integration during merger/acquisition process and it defines the success or failure of a merger/acquisition. GHIAL has been traversing a journey of successful partnerships, acquisitions and mergers since its inception. Below is an illustration of few of the impactful acquisitions/merger activities of GHIAL:

Integration Activities adopted by the HR team to ensure a smooth transition of the integration and build a better company post acquisition have been illustrated in the following case study of MRO Acquisition.

Key Aspects

Measures Adopted by GHIAL

Communication & Employee Engagement

To accelerate assimilation, systematically cascade the change throughout the organization and to give an assurance regarding the continuity of the organization and better future for employees, HR conducted: • Series of Townhall meetings by top management of GHIAL to welcome the acquired entity into GHIAL family, along with Focused Group Discussions to understand needs of employees and identify areas of improvement • Roadshows to educate employees on the rationale for change, the impact it would have on the organization processes, how it would in turn impact them, strategy envisaged for building better organization and mitigating their insecurities and ambiguities by providing clear job descriptions, career paths, salary & benefit structures, career growth & rewards.

Leadership Support

Vision Alignment & Culture Integration

•

New CEO brought on board and key leadership roles viz. CMO, CHRO, CFO etc. seconded from the parent organization to strengthen the management team and provide direction to the new entity

•

This helped in reinstating the parent company’s confidence and commitment towards the acquired entity, helping achieve speedy assimilation in line with GHIAL’s vision, core values and business objectives.

In order to avoid cultural clashes, align vision and ensure smooth integration of the new entity with parent company, the Core Values & Beliefs of GMR Group were clearly articulated by the Leadership team through the Townhall meetings and various culture building exercises were conducted Also, the top management and talent deputed from Parent Company acted as value ambassadors in keeping the Group’s DNA intact. To enhance employee morale, maximize employee retention and to ensure operational effectiveness, GHIAL invested in up-skilling the employees of MRO through new aircraft certification training programs and various other relevant training sessions. Further, to keep pace with the evolving environment in the MRO field, HR also carried out extensive lateral hiring of relevant certified candidates.

Skilling Employees & Strengthening Organizational Capabilities

Also, to promote an inclusive environment and skill development, GHIAL encouraged cross-skilling of employees through horizontal movements between the subsidiaries and parent company. This initiative of ensuring better career opportunities to employees helped retain key talent and decrease the attrition levels to a great extent. Further to ensure an effective integration, GHIAL deputed key talent of Business Excellence team of GHIAL to identify & address areas of improvement and to introduce industry best practices. This helped accelerate assimilation of businesses and realize enhanced performance outcomes.

Policy Harmonization

HR has drafted new policies for the new entity by blending the parent company i.e. GHIAL’s core values and the necessities and processes of the acquired entity through an extensive study of best practices in the industry and considering outcomes of the townhall sessions conducted by HR. Also, the salaries were revised as per the industry benchmarks to retain the key talent and ensure competitive rewards to the performing employees. HR conducted brainstorming sessions with leadership team and focused group discussions to address and meet the requirements of the employees and integrate and translate them into policy implementation.

The above measures helped GHIAL in systematically cascading the change throughout the acquired organization, rapid assimilation of business and achieve desired goals. The massive progress in the key performance indicators pre and post-acquisition is a testament to the efforts of HR team in driving a smooth and valuable integration:

Conclusion Given the rapid phase with which the world evolving and increasing complexity of the business landscape, it is vital for any organization to adapt and even stay ahead of the changing times to stay afloat and achieve their business goals. Organizations are made up of people and no change is possible without the involvement of employees. Human Resources team plays a crucial role in supporting organizations to navigate and manage the change effectively and achieve the business goals. GHIAL HR team’s persistent efforts in building a collaborative environment, skill development and expectation management have helped achieve the organization’s primary goal of providing world class passenger experience, grow as a business and deliver enhanced value to all stakeholders and also support the state and country’s economy and its growth aspirations. Hyderabad Airport has consistently ranked as Global Top 3 in 5 – 15 million pax category for 9 consecutive years by Airport Council International (ACI) – Airport Service Quality (ASQ) passenger survey and as World No. 1 for 3 times and it serves as testament to the relentless efforts in maintaining top quality passenger service quality and also won numerous awards recognizing excellence in areas such as operational efficiency, environmental sustainability, safety, corporate governance and Corporate Social Responsibility among others. Further to sustain culture of continuous advancement, GHIAL HR team empowers employees to proactively participate in building an institution in perpetuity in context of dynamic business environment. The team intends to keep being this lever to propel GHIAL to the Zenith of driving success through effective change management.

Submission 12 Oman Airports Management Company

Oman Airports Excellence through Human Capital Development

Presented by Oman Airports Management Company as part of the ACI ASIA-PACIFIC HRER 2019 21st November 2018

Oman Airports Excellence through Human Capital Development

Contents

Introduction

1.1

Oman Airports – who we are

1.2

A sea of change

The transformational power of People and Culture 2.1

People

2.1.1

Talent Management:

2.1.2

Oman Airports’ Assessment Center:

2.1.3

Leadership Development:

2.1.4

Learning & Development

2.1.5

ADMs Academic Development Program

2.1.6

Industry links to tertiary education providers

2.2 Culture 2.2.1

Championing culture

12 13

2.2.2 Enabling change through people

2.2.3 Employee Engagement

It’s not about the destination

References

1. Introduction 1.1

Oman Airports – who we are

Oman Airports is a government owned company, responsible for the management and operations of four civil Airports in the Sultanate of Oman. Today, we serve 72 international destinations and have 34 airlines providing services to over 15 million passengers 1. We have a bold vision to be among the top 20 airports of the world by 2020. The Oman Airports story mirrors the story of the Sultanate of Oman. It is a story of modest ambition, unprecedented growth and overwhelming pride of what we have accomplished in a short space of time. We see our airports in Muscat, Salalah, Duqm and Sohar as the gateways to the beauty and opportunity of Oman and, as Oman Airports, we take on our role in building and managing these gateways with passion and absolute commitment. When today’s company was founded in 2002, we were proud to have 1256 employees, in four locations. Fast forward to today and we now manage over 114,000 movements and 15 million passengers per year 2, from terminal buildings that are seven times bigger. In line with the passionate vision for Oman of His Majesty, Sultan Qaboos bin Said, we have opened three new airports in three years and we have a family of over 1,200 employees. Ninety-ﬁve percent of these are Omani nationals, an outstanding achievement in a nation where 55% of the population is expatriate. Almost 75% of the workforce have a tertiary education and 7% hold post-graduate degrees.

1.2 A sea of change It’s a massive understatement to say that there have been changes in the aviation sector over the last decade. The face of air travel has changed beyond recognition. Passenger volumes across the world have exploded, with far greater choice for passengers about where to go, where to go from and which airline to go with. At the same time, passengers’ expectations about their travel experiences have crystalized while the range of expected experiences has expanded: Compared to 30 years ago, a far broader range of people are travelling by air, for a far greater number of reasons, with a myriad of diﬀerent requirements for their perfect trip. The physical environments of airports are also undergoing transformation, drawing on best practice in engineering, design, psychology, sociology and marketing to create spaces that meet the needs of governments, airlines, passengers, retailers, airport operators, investors and the communities in which they serve. 1. Jan –Sept 2018 2. 2017 ﬁgures

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Improvements in technology and advances in AI have also forever changed the face of the aviation sector, for both service providers, and for their passengers and stakeholders. Things are safer, faster, more efficient, more immediate than ever before, leading to a dichotomy in which, on one hand the drive for business solutions and maximizing effectiveness is paramount, while on the other hand, the value of people and of human interaction has become a scare commodity, a holy grail of differentiation. This presents an interesting challenge for Human Resources professionals: How to make sure that the heart of an airport, the people who keep it going and who breathe life into it, are supported and able to keep up with the constant changing environment, while maximizing the benefits that can be realized through systems, processes and technology. Over the last three years Oman has done more than simply absorbing the organic aviation growth and keeping abreast of the global sector transformation. Recognizing the importance of aviation on the national economy and national identity, Oman has also steadily, systematically and deliberately been maturing the aviation sector within the country. New greenfield airports have been opened in Salalah (June 2015), Muscat (March 2018) and Duqm (September 2018) and Sohar (November 2016). A national aviation group has been established to provide cross sector strength and alignment with national tourism, logistics, infrastructure, economic and social development plans. Tertiary education institutes have introduced aviation subjects into curriculums and Oman Airports has been honored to recently represent Asia Pacific on international governing body boards. We have moved from being a country with an airport, to a nation where the gateways to the country are defined by the aviation sector. Looking to the future, the aviation growth in the Middle East is forecast to outstrip growth in the rest of the world; Airbus forecasts that during the period 2017 – 2037, the Middle East will see a 5.9% forecasted traffic growth 3. Furthermore, data gathered by Airbus shows that over the next 20 years, there is likely to be an increased propensity to travel in Oman, aligned to a growth in GDP and a growth in the number of trips per capita, from 0.95 trips per capita in 2017 to 1.75 trips per capita in 2037. According to Sabre and Airbus, this 4 continued growth in aviation will see Muscat entering the list of Aviation Mega Cities by 2027 . 3 To enable such rapid and sustained growth, and to achieve our vision to be a Top 20 airport, Oman Airports needs to ensure that not only can our infrastructure, systems and services meet demand, but our human capital can lead the change. While every aspect of the industry changes, grows and reinvents itself, both internationally and at home, the Human Resources Department in Oman Airports has a mission4 to make sure that the most important assets in the journey do not just enable change, but create and embrace it: People matter. Without people changing, there is no change. In todays’ world, people not only need to be good at their jobs. They need to be good at jobs we don’t even know about yet. They need to have a growth mindset that allows them to always be questioning and changing the status quo, to allow for new ideas and new ways of doing things to emerge. They need to have a mindset and attitudes that allow

3. Airbus Global Market Forecast 2017. 4. Aviation Mega Cities are defined as Cities with more than 10,000 daily long-haul passengers (flight distance > 2,000nm excluding domestic traffic).

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them to try new things, and fail and try again. They need to work in a culture that supports, develops, enables and empowers them to be the best they can be. We believe that this is the true calling of human resources at Oman Airports and this is the basis for the work program implemented under “People and Culture” one of our six Strategic Driver areas.

2. The transformational power of People and Culture In 2015, Oman Airports built its strategy around the vision of being among the top 20 airports in the world by the year 2020. At the time, overall ACI ASQ satisfaction scores for Muscat International Airport, the principle airport in Oman, placed the airport in 74th place amongst airports of 5 -15 million passengers. Today, following the opening of the new terminal building, we stand ranked at 20th. Salalah Airport, which was opened for operations in June 2015, is ranked 6th in the world in the under 2 million passenger category. While this achievement in itself is signiﬁcant, maintaining and improving this ranking is even more important. It can only be achieved by placing people, and our culture, at the heart of everything we do. The following case studies and examples illustrate how Oman Airports, driven by our People and Culture Driver, has focused on equipping and supporting individuals and the company to successfully manage diﬀerent changes, so as to drive organizational success and achieve our Strategic goals. This is very much a journey of discovery and maturity.

2.1

People

People are at the center of everything we do: Our Transformation begins and ends with our people. The HR department at Oman Airports has been proud to support the company’s growth and development over the last few years, by focusing on some key HR-basics and creating wow experiences for our people. These are described below.

2.1.1 Talent Management: The International Air Transport Association (IATA) has published the results of a global survey of HR Professionals in the aviation industry and highlighted critical challenges in talent acquisition,

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training, and retention. 48% of respondents reported that finding new talent is a challenge, “both because of the lack of availability of candidates with the right skill levels and qualifications as well as, in some cases, salary demands of new applicants” (IATA, 2018). At Oman Airports, the results of the survey reflect the same challenges that we have been facing for years. However, in our efforts to overcome those challenges, we managed to work closely with local and overseas higher education institutions in order to create the required talent pool in the market. We have also maintained an outstanding relationship with regulators, institutions, and training providers from around the world in order to create and maintain a learning organization at Oman Airports through a variety of learning interventions through a well-established competency framework. Furthermore, Oman Airports have devoted time and resources to retain talents through promoting a working culture that praises talents around the company and recognizes their achievements at all levels.

Talent acquisition has been one of the biggest challenges in the aviation sector in Oman. That is due to the lack of local higher education institutes that provides air transport management education. This has led the company to work closely with Sultan Qaboos University and Modern College of Business Studies along with the Ministry of Higher Education to create and launch aviation relevant academic programs to acquire the necessary workforce required to operate huge aviation management projects in Oman. On the other hand, Oman Airports have devoted valuable resources to prepare our existing talents through major development programs. For example, in 2013, 25 porters were developed in the Fire & Safety College to graduate from a diploma program and safety management. They were reassigned accordingly to the Fire Department at Muscat International Airport. Another group of porters were also sponsored for an academic development program to study electric engineering to be reassigned to the maintenance department. Ever since, we are proud of our capability of

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identifying opportunities within the company to develop and retain talents internally no matter what the costs might be.

2.1.2 Oman Airports’ Assessment Center: The need for fair and sophisticated tools to assess and develop our talents has driven the company to explore the most up-to-date and effective assessment solutions available in the market today. Finding nothing suitable on the market in Oman, the HR Department has devoted time and resources to build an in-house certified assessment center for recruitment and development purposes. An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects (or competencies) of the job. In order to build a certified assessment center in any organization, HR representatives are required to go through a certification process by which they would be prepared to design and administer assessments for the purposes of recruiting new staff or building feedback reports on existing human capital. Therefore, Oman Airports has managed to get six of its HR Staff certified with Psytech’s Assessors Skills Level 1 & 2 (Ability & Personality). By this certification, our HR team is now able to run assessment centers on a variety of recruitment and development activities. Assessment tools that are provided by the assessment center vary from general reasoning tests, to personality profiling, to feedback reports such as 360° feedback reports. For example, the recruitment team has devoted a full day assessment center in order to assess applicants for the position of Airport Duty Manager. The assessment center included general reasoning tests to provide a comprehensive assessment of mental ability of a candidate. Moreover, 15FQ+ assessments were implemented to measure the fundamental building blocks of personality through a review of 16 different factors of individual personality. These provide insight into how people typically think, feel and interact in ways that may be productive or counter-productive in the organisation. In addition to the previously mentioned tools, structured interviews and role-plays were conducted in order to validate the results of general reasoning tests and 15FQ+ Assessments. On the other hand, assessment tools such as 360 feedback reports were conducted in order to collect data around managers’ behavior from a variety of points of view (subordinate, lateral, and supervisory). This type of assessment tools are now being used at Oman Airports to measure manager’s behaviors and their ability to effectively communicate between the management and their teams. These reports have also assisted the L&D Center to explore areas of development to be tracked for all managers and to provide them with effective development interventions for their continuous development process. Therefore, building an in-house assessment center at Oman Airports has proven its effectiveness and its financial efficiency to provide the necessary tools that aid the decision making process related to talent acquisition and human capital development at Oman Airports.

2.1.3 Leadership Development: In 2018, Oman Airports initiated a plan to establish a world class Leadership Academy to support the development of leadership excellence across the aviation sector. This need was driven by a desire to

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move away from leadership approaches that are seen as typical in government organizations, towards an approach that encourages leaders to take risks, accept accountability and create people and customer –focused work environments. Oman Airports involved one of the top business schools in the world, Ashridge Business School, as a partner to build the leadership academy. An essential element of the partnership was drawn upon the excellent work already undertaken, such as the current Employee Engagement and Ashridge’s expertise to establish a multi-level leadership competency framework as a basis of Oman Airports leadership programs and performance management frameworks. The Program was designed to target three levels in the company, Potential Managers, Middle Level Managers and Senior Managers with a blended approach that includes: Self -assessment and 360° feedback Coaching Action Learning Mentoring E-Learning using Virtual Ashridge Experiential Learning When designing an intervention of this importance, Oman Airports paid attention to a number of design principles that accelerate change and support the translation of new mind-set and behavioral skills into action; we ensured the following: a proper analysis of the outcomes of our competency framework inquiry and the 360 assessments to inform a robust, impactful program design. emphasis of experiential learning processes, blended them with strategic projects, group & individual coaching to maximize eﬀectiveness a focus on quickly embedding new behaviors by using common tools and models across diﬀerent groups or functions and layers of leadership, so that they create a shared language.

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Leaders are influential guardians of the organizations’ key behaviors and performance; it is significant that the leadership development project be engaging for multiple levels across the organization. This carries the potential of developing a powerful coalition of leaders, positively influencing Oman Airports’ strategic vision. A number of recognized benefits are therefore associated with simultaneous development across leadership levels, namely; a common leadership language emerges, the building of relational networks, the subsequent collaboration that arises and a heightened sense of collective energy and commitment to deliver results. Twenty-two managers are currently taking part in the first Middle Management course, which is due to be completed by the end of 2018. Further batches will be launched, at all levels, in 2019.

2.1.4 Learning & Development We believe that investing in learning and development of its human capital is essential. Equipping employees with up-to-date technical and non-technical expertise creates a competent and highly qualified work force with the required capabilities to excel. In 2012, faced with the impending opening of three airports and massive changes to every aspect of operations, a fledgling sector, and no formal aviation educational and developmental support outside of the company, Oman Airports took the decision to open an in-house Learning and Development Centre. The purpose was to ensure a proper and convenient delivery of training programs relevant to all our fields of work and, specifically to be able to support the train the trainer approaches required to upskill our teams to take over aspects of the new airport operations from the contractors. With only three employees in the training center at its launch, we managed to create a training calendar that consisted of different training programs offerings categorized into technical and non-technical trainings related to managing aviation, terminal operations, maintenance, Fire Fighting, IT, and soft skills development. Despite the lack of a structured competency framework at the time, the training center was able to conduct valuable training needs analysis through proper and well-managed discussions with business units in order to explore the areas of development and suggest the most convenient training interventions. As the reliance on and trust in in-house training has increased, we have gained in momentum through continually introducing more and more learning solutions. The annual investment in L&D is now in multimillion U.S Dollars on annual basis and managers in different functions within the airports are able to align learning needs with business and technical requirements in their teams. Our employees can now benefit from:

ICAO’s TrainAir Plus Program: we believe in transferring knowledge across Oman

Airports by our talented staff who have been developed by the L&D Center. To ensure that knowledge is transferred to other human resources at the company, we have collaborated with International Civil Aviation Organization ICAO to provide the TrainAir Plus Program to certify our talented staff who would be potential to be our own in-house instructors. This program has proven its effectiveness prior to the opening of the new Muscat and Salalah International Airports, when the need for in-house training instructors to rollout the project trainings related to the new systems and facilities people needed to get familiar with before the start of the operations. Our instructors have demonstrated an outstanding capability of designing and delivering high-level technical content as a result of this program. Today we

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ACI’s AMPAP: Oman Airports has worked closely with Airport Council International to

define and provide outstanding training programs for our staff. The Global ACI-ICAO AMPAP (Airport Management Professional Accreditation Programme) is an executive training program that was brought home to Oman for our airport managers. This program aims to Increase the professional knowledge and capability of airport management personnel worldwide in order to improve the performance of airports in their core missions (safety, security, efficiency, quality, social/environmental responsibility, etc.). We are proud of our relationship with ACI and the huge cooperation that is taking place in order to build our airports leaders on international levels in line with ACI’s standards. This has definitely built a reliable and skilled leadership team at our airports that is capable of managing competitive airport facilities in the region.

Mu’tamad Program: the word Mu’tamad in Arabic means “Certiﬁed”. This program

hosted more than 40 managers at Oman Airports to obtain IATA’s Airport Strategic Management and Airport Operations Management Diplomas. This program combines courses in the areas of planning, management and business development for a complete overview of airport strategy. Graduates of this diploma were able to : Gain strategic management tools and analysis methodologies from our experienced instructors Address the key issues and opportunities in airport development and expansion Manage operations and commercial units sustainably.

Prosci Change Management Certification: in our eﬀorts to managing change

at Oman Airports, we had to ensure that our human capital have the necessary knowledge and tools to be skilled in and practical in managing change in a business context. Therefore, Oman Airports’ L&D Center managed to provide Prosci Change Management Certification program at its premises for our valued human capital in-house. This course was designed for individuals responsible for managing change on a specific project or who are building change management competency within Oman Airports. This includes change practitioners, project and Programme managers, HR leaders, OD practitioners, communications specialists, change management team members, sponsors of change and consultants. This course provides participants with the knowledge, skills and tools to drive and manage the people side of change. Participants apply Prosci’s change management tools and methodology to a real project, drawing on the best practice research from 4500+ organizations, including the Prosci ADKAR® MODEL, to create a change management strategy they can take back to the workplace. On the Job Training: Oman Airports through the Learning & Development Center has managed to facilitate on job training programs for its operations staff at different airports around the world including Manchester Airport, Dublin Airport, Ataturk Airport, Munich Airport, and many others. This type of training has enabled our operations staff to be exposed to best airports operations practices in the world. This has led to elevate the levels

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of readiness of our staff to handle a world-class airport facilities in the new Muscat, Salalah, and Duqm International Airports. Conferences and international events: On an international networking level, the training center has played a vital role in creating a worldwide network between Oman Airports and the entire aviation industry including airport management entities, airlines, regulators and systems providers in different continents. That is through the facilitation of Oman Airports’ staff delegation to several international aviation relevant events around the world. This has resulted in plotting Oman Airports clearly on the aviation management map and enhanced our relations with the rest of the world.

2.1.4.1.1 A learning Organization A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. At Oman Airports, we have devoted time and resources to build a reliable learning and development center to provide continuous development programs at our premises. “In the absence of learning, companies—and individuals—simply repeat old practices. Change remains cosmetic, and improvements are either fortuitous or short-lived” (HBR, 2016). Therefore, the HR Department decided to create a competency framework that will define essential knowledge, skills, and behaviors required each individual to carry out his/her daily role. Injecting that framework i nto our learning practices has enabled our managers to clearly define what is required in terms of learning needs and what sort of learning interventions may apply for each case. Oman Airports thrives to become a learning organization by building a workforce that is skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from their own experience and past history, learning from the experiences and best practices of others, And transferring knowledge quickly and efficiently throughout the organization. Today, we are proud of launching a competency based learning process at Oman Airports that enables performance managers to assess their reporting staff on strong basis, providing them with more than five types of learning interventions including on the job training, classroom based trainings, coaching, special projects in the ground, etc... Through an in-house built application, employees now can assess themselves, have proper one to one discussions with their managers regarding their competency levels, and explore the way forward to provide them a continuous development plan for a period of two years. As a result, Oman Airports Staff are now able to track their development plans in line with the Learning and Development Center offerings. We are proud of the outstanding Learning and Development environment we have created across the company. The impact of this is not only shown in the company’s performance but also in the following highlights: Certification by ACI, ICAO, IATA in 2018. (environment, networking in international events)

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Our Training Centre is now offering its services to other stakeholders within the sector including airlines, regional airports, and regulators from local and international entities. 94.5% Omanisation and almost 60% positions filled through internal recruitment, using home- grown talent. 700 employees of Oman Airports staff were trained for MC / readiness.

2.1.5 ADMs Academic Development Program Until 2014, there were no higher education institutions offering a degree in air transport management in Oman. The majority of Oman Airports’ fresh recruits who were assigned to operational roles held academic degrees in business management, operations management, and other academic degrees that were not specifically aligned to air transport or aviation management. This presented a challenge for Oman Airports and led the company to further invest in technical short programs aimed at delivering the basic knowledge of an airport industry. The management of the company committed to building a front line of academically qualified operations team. Hence, Oman Airports launched for the first time an academic development scheme that targeted existing Airport Duty Managers to gain academic knowledge in aviation and air transport management from well-established universities from around the world. The first batch included 12 employees from Muscat and Salalah Airports who had proven commitment and excellence throughout their experience with Oman Airports. They were sponsored for a post-graduate degree in Cranfield University and Coventry University to obtain their Master’s degree in air transport management. Today, the majority of that batch are now holding significant and critical positions in the company and are contributing to our decision making process on a strategic level. One of the sponsored students has played a critical role in managing the Operational Readiness and Airport Transfer Department throughout the project phase of the new Muscat International Airport and has proven his own readiness to run the new airport as the Senior Vice President of Muscat International Airport in the post-opening phase. Another example of the success of this program is the significant role the graduates of this program have been playing in building a second line of highly qualified technical operations staff at all airports under the company’s management. Today, we notice the shift of the leadership’s perception towards staff development and their ability to insist on and provide a strong learning environment for their teams as part of their continuous development plans. This has resulted in the leadership’s ability to rely more on “on the job training and development” rather than referring to classroom based learning as a main source of developing employees at the airport.

2.1.6 Industry links to tertiary education providers As a lesson from the ADM Development Program, Oman Airports also recognized the need to work more closely with local tertiary educational institutes to co-create industry- relevant aviation management courses. This initiative has had a twofold benefit: It has expanded the education opportunities for nationals wishing to pursue education in aviation fields but who could not afford to study overseas. It has also strengthened the pipeline and ‘work-readiness’ of graduates looking to

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start their career at Oman Airports, through ensuring that the courses equip the students with tools and understanding that are practicable and useful in the real business context.

2.1.6.1

Thaber Academic Development Program.

Following the success of the ADMs Development Program, Oman Airports sensed the need to expand this experience to other functions within the company, outside of operations. In 2015, the Thaber Development Program was launched across the company for all staff to apply for a full overseas scholarship to obtain their higher degrees from universities around the world. So far, 28 employees have been awarded full scholarships to complete their undergraduate studies and 19 have completed postgraduate studies. Understandably, this program is immensely popular. Last year we had 104 applications for only six spots. To ensure fairness to all applicants in terms of selection, a third party assessment services provider is fully involved in the selection process through the use of standardized psychology assessment tools to explore applicants’ preferences and their general reasoning abilities to select candidates with the highest potential. We are proud that a number of our candidates also received accolades for their contribution while attending their courses: One of our graduate students, Mahmood Al Lawati, was honored with the best student award from Coventry University, and the best paper award for the research he conducted as part of the requirements of his program. Mahmood’s is now involved with the strategy team at Oman Airports and has been a valuable resource to the company’s strategic planning unit and he has now been seconded as a founding member to our new aviation Group. Another student, Mohammed Al Lawati took a Master’s degree in Entrepreneurship I nnovation and Technology at the University of Strathclyde in Scotland, where he was awarded several excellence awards such as the Santander Prize for Best Performing Student and the best research project for the year 2017. Mohamed now serves as senior manager ICT Development, managing a team of over 40 employees concerned with providing innovative IT Solutions for the airports and its stakeholders. Thaber Academic Development program has also proven its effectiveness in terms of staff retention. In our annual employee engagement survey, results showed that employees are now favoring Oman Airports over other potential employers in the market due to the academic and professional development programs that Oman Airports provides. Another result of the survey showed that staff consider academic and professional development at Oman Airports one of the most attractive benefits the company provides.

2.2

Culture

The Oman Airports Strategy provides the framework for deﬁning and monitoring corporate performance expectations. In 2015, we started the Culture Transformation initiative to deliberately develop and encourage attitudes, mindsets, behaviours and values that create the kind of culture we need and that enable our performance. We use an iceberg model to demonstrate this synergy between our culture, at the bottom of the iceberg, and our results, at the top, with both parts being integral to our Strategy execution. Figure 1: The iceberg model; representing culture and performance

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In changing or aligning our culture we have chosen to focus on three things; role modelling the right behaviours and creating the right environment through Change Champions, creating competence and capacity around managing change and ensuring our employees are engaged every step of the way.

2.2.1 Championing culture Since 2016 the Oman Airports Change Champions have been driving culture transformation. Every year, employees are given the opportunity to apply to become a Change Champion. Coming from across the organization and from all levels, these people are passionate about doing things better, have a strong self-drive and self-motivation and are peer leaders and role models in their own teams. In small teams and as individuals, the Change Champions identify and deliver projects that lead to improved employee engagement or communication. They act as an informal information sharing network from top down and bottom up and they make an active choice to role model desired behaviours and positive energy to their peers.

In 2018, the Change Champions played a strong role in supporting the transition of the work culture from the old to new Muscat International Airports, through launching the â&#x20AC;&#x153;New Airport New Beginningâ&#x20AC;? campaign. The team also created an Instagram mosaic involving the whole airport community, to commemorate the airport opening, which generated over 7 million social media impressions, an unprecedented number in Oman Airportsâ&#x20AC;&#x2122; history. The team also started a monthly We Share, lunch and learn, session, delivered by our employees, to break down silos and expand our knowledge about other areas of our business and are editors of the quarterly employee e-Magazine. We have also started to conduct monthly pulse surveys gather the employee Net Promoter Score (eNPS) to better understand general engagement of employees on a more real time basis. Figure 2: Community Mosaic for new airport opening and We Share initiative

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2.2.2 Enabling change through people With constant evolution and growth in both Oman Airports and the industry in general, it’s important for us to have the competence within our workforce to manage and thrive with change. The Strategy Department at Oman Airports has recently launched a Portfolio Management Office (PMO) to better priorities and manage efforts and inputs across the company, aligned to our Strategy. We have used this opportunity to introduce a formal program of Change Management, following the Prosci® structure approach to change management. A team of our colleagues with project management experience have been identified and trained to be certified practitioners. Change only occurs when people change what they do and how they do it. For this reason, the Change Practitioners will work alongside Project Managers on key strategic projects to support the adoption of changes through focusing on the people involved in the projects’ changes. Though there is now widespread recognition about the importance of managing change to improve project outcomes, true integration of PMO and change management is still relatively novel in the region. We are excited about being able to showcase the approach, while building up the capacity of our practitioners and project teams to deliver better outcomes on key projects.

2.2.3 Employee Engagement Employees who are emotionally engaged in a shared purpose and understanding, and are strongly connected to their work, report greater levels of physical and psychological wellbeing, and are known to exceed performance expectations. Since our first annual employee engagement survey in 2015 highlighted the potential for improved employee engagement, particularly in relation to cross company communication, breaking down silos and delivering outcomes through joint work streams. Since then, we have made it a priority to create multiple opportunities for employees to connect, engage and be inspired by each other through a series of formal and informal social activities. These include regular whole-of-staff meetings, frequent ‘back to the floor’ sessions by senior executives, and in-work and off-site social and networking events. Findings from our most recent employee engagement survey indicate that we have made improvements in this area, in particular in terms of improving cross- company working to achieve shared goals.

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3. It’s not about the destination Change will never cease. The relentless pace of our daily lives now and the constant injection of new ways of doing things and new expectations mean that we will never reach an end goal in terms of managing and delivering change. There is always something more to do, improvements to be made. Embracing this mindset, we have a strong belief that our role as HR professionals is to continually support our teams to be life-long learners and to be ﬂexible and adaptable, to always be able to grow and succeed, regardless of the changes we face. We are proud of the journey we are taking with our colleagues. We are paving multiple paths, using both traditional human resource management practices, as well as introducing new concepts and ideas to support our People and Culture. As the road lengthens, our people become stronger and our culture more clearly deﬁnes who we will become, as we work towards being and remaining one of the top airports in the world. From humble beginnings a decade ago, we are proud of the progress Oman Airports has made in the aviation world to date and prouder still of the pivotal, strategic role HR has played in achieving this success.

References

1. CAAS /// Cargo Airports & Airline Services. (2018). IATA reveals challenges in talent acquisition and training - CAAS /// Cargo Airports & Airline Services. [online] Available at: https://www.caasint.com/iata-reveals-challenges-in-talent-acquisition-and-training/ [Accessed 20 Nov. 2018]. 2. Airbus. (2018). Global Market Forecast 2018-2037. [online] Available at: https://www.airbus.com/aircraft/market/global-market-forecast.html [Accessed 20 Nov. 2018]. 3. Harvard Business Review. (2018). Building a Learning Organization. [online] Available at: https://hbr.org/1993/07/building-a-learning-organization [Accessed 20 Nov. 2018]. 4. Coventry.ac.uk. (2018). Air Transport Management MSc | Coventry University.... [online] Available at: https://www.coventry.ac.uk/course-structure/PG/2019-20/eec/air-transport-management-msc/ [Accessed 20 Nov. 2018].

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Submission 13 Sharjah Airport Authority

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INNOVATION

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EFFECTIVENESS

IDEA BIRTHS IDEAS Geofencing system to allow staff to register his attendance while he enters the parking lot of the airport premises.b This will allow the unnecessary rush at attendance device and also the traffic blocks due to the cars parked at the main gate.

Pink Parking: We also introduced "Pink Parking" for the ladies. Making it easier for women to find parking especially pregnant women.

PROVEN CONTRIBUTION FOR AIRPORT BUSINESS

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CONCLUSION

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