workforce plan 2013-2020 - airservices australia€¦ · 06 airservices workforce plan 2013 20 ......

Workforce Plan 2013–20

Airservices Workforce Plan 2013–2002

© Airservices Australia 2013

This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from Airservices Australia. Requests and inquiries concerning reproduction rights should be addressed to:

Manager, Corporate Communication Airservices Australia GPO Box 367 Canberra City ACT 2601 Telephone (02) 6268 4867 Fax (02) 6268 5688

Web address of this report: www.airservicesaustralia.com/publications/corporate-publications/strategic-planning

Produced by Corporate Communication Airservices Australia (02) 6268 4111.

http://www.airservicesaustralia.com/media/corporatepubs/default.asp

Airservices Workforce Plan 2013–20 03

Message from the Chief Executive OfficerPassenger movements at Australian airports are forecast to increase by 50 per cent over the next 20 years. The aviation industry must confront these domestic challenges and work together collaboratively to accommodate growth.

Airservices gives the highest priority to maintaining and enhancing aviation safety performance whilst improving efficiency, capacity and environmental performance. This is achieved through the implementation of new and upgraded equipment and communications to meet longer-term needs, and the continued maintenance and operation of current facilities.

Airservices can only deliver our key objectives by having a skilled, flexible and capable workforce. Maintaining such a workforce into the future will be challenged by an ageing demographic and a decline in the number of appropriately skilled candidates in the labour market, highlighting the importance of strategic workforce planning at this critical time.

This Airservices 2013–20 Workforce Plan continues our focus on highlighting critical roles within the business, identifying our key workforce risks, and ensuring that controls are in place to mitigate these risks now and into the future.

We take pride in the important services that we provide to the people of Australia, and are committed to ensuring that we have strategies in place to address any workforce capability gaps that may potentially impact our service provision. We are focusing on building effective recruitment and talent strategies, developing leadership capability, retaining our younger generation and managing the skills transfer of our ageing workforce, all of which aim to deliver a more diverse, agile and sustainable workforce.

Our increased focus in each of these areas, as well as a range of supporting initiatives, will enable us to continue moving in the direction of our vision of ‘connecting the Australian aviation industry to deliver world best industry performance’.

Margaret Staib Chief Executive Officer


Airservices roleAirservices Australia (Airservices) is a Commonwealth Statutory Authority established by the Air Services Act 1995 (the Act). Airservices is wholly owned by the Australian Government and provides air navigation services across Australian and oceanic airspace, covering 11 per cent of the earth’s surface, for over four million aircraft movements and 137 million passenger movements each year.

Airservices manages the safe and efficient passage of aircraft from two major centres in Melbourne and Brisbane and locally at 29 international and regional airports across Australia. These services are supported by a national network of communications, surveillance and navigation facilities and infrastructure.

Airservices also delivers aviation rescue and fire fighting services at Australia’s 22 busiest airports.

The corporate structure consists of a Board of Directors (the Board) appointed by the Minister for Infrastructure and Regional Development (the Minister) and a Chief Executive Officer who is appointed by the Board. The Board is responsible for deciding the objectives, strategies and policies to be followed by Airservices, and ensuring these remain consistent with legislative obligations and broader policy directions set by the Australian Government. Airservices strives to ensure that our functions are performed in a proper, efficient and effective manner.

FIGURE 1 Airservices organisational chart

MINISTERInfrastructure and Regional Development

Chair and Board of Directors

Chief Executive Officer

A/g Executive General Manager Air Traffic Control

Executive General Manager

Aviation Rescueand Fire Fighting

Executive GeneralManager

Projects and Engineering


Corporate and Industry Affairs

Executive GeneralManagerSafety and Assurance

Executive General Manager

Future Service Delivery


Environment


People and Culture

General Manager Learning Academy

Chief Information Officer

Information and Communication

Technology

Chief FinancialOfficer

Finance and Corporate

Board Safety CommitteeBoard Environment CommitteeBoard Audit and Risk CommiteeBoard Remuneration and Human Resources Committee


To meet the challenges of increasing capacity and complexity, Airservices will leverage our unique position to drive the optimisation of the performance of an aviation industry that has multiple partners.

The Airservices corporate strategy map outlines the organisation’s three strategic themes and core outcomes that will support delivery of our vision over the next five years. The three themes are:

� maximising safety performance � high performing organisation � core operational and business excellence.

These themes and respective core outcomes inform the development of Airservices key initiatives. They are aimed at meeting the Australian Government’s expectations as set out in the Statement of Expectations from the Minister, meeting customer expectations, delivering process improvements and efficiency, and continuing the development of our people and systems.

Mission

To provide safe, secure, efficient and environmentally responsible services to the aviation industry

Vision

Connecting the Australian aviation industry to deliver world best industry performance

Values

Excellence We are the best we can be

Inclusion We are diverse and involved

Cohesion We are working together

Initiative We are making a difference


SummarySuccessive Ministerial Statements of Expectations since the 2009 Aviation White Paper have required Airservices to publish an annual Workforce Plan addressing recruitment, training and retention policies.

Last year’s workforce plan reported progress against a five stream people program designed to address the challenges of attracting, developing and retaining a workforce for the future. The five streams included building capability, diversifying the workforce, lifting employee engagement, aligning values and developing strong leaders.

The plan recognised the opportunity to develop a common air traffic management (ATM) platform for Australian airspace with the Department of Defence, and to continue the strategy to build the capability of Airservices workforce for the future. Consultation focused on the operational requirements of Air Traffic Control (ATC), Aviation Rescue and Fire Fighting (ARFF) and Projects and Engineering (P&E), formerly known as the Technology and Asset Services group.

This year, the Airservices 2013–20 Workforce Plan builds on this work and aligns the five streams of the people program to the core outcomes detailed within the ‘high performing organisation’ strategic theme of the Airservices Strategy Map. These core outcomes focus on engagement, culture of service delivery, high performance team and strong and effective leadership.

Consistent with last year, this year’s generic themes around the planning assumptions are reflected across each of the business groups.

They can be broadly grouped as follows:

� continuous safety improvement and maintenance

� impact of the OneSKY program (resourcing implications and skills requirements across the business)

� impact of predicted aviation growth domestically and internationally

� increased requirement for supply of ATC skilled employees across the business to meet future demands

� increased efficiency requirements internally and external to Airservices

� continued requirement to deliver high quality business as usual services as well as a significant change reform agenda

� transition from legacy to new systems and the skills and capabilities required to support both systems

� potential regulatory changes.

Methodology

This year’s workforce planning methodology has continued to build on the foundations of last year’s process with a greater focus on risk analysis and strategy accountability. The workforce planning procedure adopted within Airservices has evolved and matured over the past two years, now incorporating a range of steps that include strategic analysis, forecasting (demand and supply), risk analysis, strategy development, and agreed actions and accountabilities.

The phases of the process include:

� identifying future planning assumptions and critical job roles

� forecasting the number of people and job roles (capability and skills) required and potentially lost in the future

� assessing the critical gaps that pose a risk to business strategy execution


� formulating interventions that will most effectively mitigate risks

� implementing strategies to measure and review progress and success on a frequent basis.

Figure 2 below depicts the adopted workforce planning process.

The workforce planning process incorporates varying communication and discussion methods including workshops, small meeting groups and one-on-one meetings with senior management team representatives and subject matter experts from each of the identified business groups.

This year’s level of consultation extended to three of the corporate groups—Safety and Assurance

(S&A), Information and Communication Technology (ICT), and the Learning Academy (LA).

There has been greater focus on identifying the critical gaps that pose the most risk to business strategy execution in this year’s process, with further work around embedding strategies and ensuring action and accountability for each of the business groups was clearly assigned. To evaluate our responses to the identified risks, progress reports are provided to the Board and Executive around each of the workforce plan initiatives throughout the year.

Although Airservices has adopted a robust methodology around workforce planning, further work around impact and cost modelling for interventions to mitigate our risks will be incorporated into the future.

FIGURE 2 Airservices workforce planning process

Inte

grate

Measure an

d re

view

Risk analysisWorkforce risks

Strategy andimpact modellingPrioritise strategies

Execute throughbusiness, HR andindividual plans

Strategic analysisFuture state

and scenarios

Action andaccountability

Executeworkforce plan

ForecastingFuture workforce

projections


Strategic analysisRegulatory and governance

With a core focus on safety, regulation will always play a prominent role as it defines the framework and clear sets of standards for integrating new technology and procedures into the existing air traffic system. It is also important to be able to adapt to new and changing environments, and to avoid unnecessarily obstructing sustainable growth and progress through responsive regulatory development that keeps pace with technological developments.

Aviation White Paper 2009

Consistent with the Australian Government’s Aviation White Paper, the Airservices 2013–20 Workforce Plan highlights the role of Airservices in the provision of civil air navigation services in Australia. In addition, the Paper notes that now is an ideal time to synchronise the ATM capability and support requirements of Airservices and the Department of Defence for improved safety, better investment in personnel and infrastructure, seamless systems compatibility, and smarter procurement practices.

Supply and demand of domestic and global air traffic controllers

In February 2013, an independent review of Airservices methodology for determining the number of operational ATC staff required to meet air traffic services demand was conducted by internationally recognised air navigation services provider, NAV CANADA. It validated that Airservices has the appropriate number of operational air traffic controllers to meet our requirements, and the methodology for determining ATC staffing requirements is well documented, structured and logical.

Statistics:

� Global traffic has grown 53 per cent since 2000, despite events such as the September 11 attacks and the global financial crisis. It has also doubled in size once every 15 years since 1977.

� In 2011, the number of global passengers reached over three billion; this number is to reach 7.5 billion by 2031 based on an expected yearly growth rate of 4.7 per cent.

� The Asia-Pacific region accounted for 34 per cent of the global air traffic and is expected to continue to be the fastest growing region in the world (5.4 per cent annual growth for the next 20 years).

� Federal Aviation Administration (FAA) forecasts air traffic operations will need to increase by 150 to 250 per cent over the next 20 years to meet demand.

As expected, these statistics suggest an increased demand for air traffic controllers globally, particularly within the Asia-Pacific region. Additionally, over the next two decades Europe (Single European Sky ATM Research) and North America (Next Generation Air Transportation System) will introduce ‘next generation systems’.

Both of these developments will have implications for air navigation service providers around the globe as the ATC operating environment changes. The change in job emphasis is largely facilitated by an ongoing shift towards the better utilisation of system-wide information management, and the development of next generation ATM systems that better support decision making. In some instances, such systems have the potential to replace human decision making. This shift is supported by a parallel adjustment made in the equipment used by airspace users, such as advanced on-board navigation and surveillance capability.


When these new systems are being defined and developed, the true extent of changes to the air traffic controller role and skill set will be assessed. Airservices workforce planning will need to be agile enough to respond to impacts and demands of fundamental changes in the communications, navigation and surveillance of ATM systems as they emerge.

Aviation workforce—future skill requirements

The introduction of global positioning system-based tracking technology will allow planes to determine their own positions with greater precision. It will also lead to the implementation of a more advanced communication system, allowing different types of data to be transmitted to other aircraft and to air traffic control centres.

According to the FAA, these technical developments will require more than just additional technical training. As the aircraft becomes part of the airspace system and navigation and communications become satellite-oriented, managing the aircraft and

keeping a constant eye on traffic flow will become paramount as the role becomes less hands-on and less communicative in nature.

Summary

These external and internal factors have, and will continue to, directly influence our workforce and the way we operate. They shape Airservices workforce planning, particularly our current and future workforce projections, risks and mitigation initiatives. We are building a better insight into our new workforce and required capabilities and creating a culture that engages our future employees. This is being achieved through a range of initiatives including the establishment of Employee Value Propositions (EVPs) and implementation of succession planning and talent management policies.

Additionally, to ensure we continue to be an attractive employee of choice, we are adopting recruitment strategies that symbolise current and future labour conditions and reflect flexible working arrangements.

SourcesTrinka, J. (2011). Talking About Next Generation: NextGen ATC.Civil Air Navigation Services Organisation and International Federation of Air Traffic Controllers’ Associations (2010). The Next Generation Aviation Professional.


Future service deliveryAs lead agency, Airservices, with the Department of Defence, released a Request for Tender to industry on 28 June 2013 to procure a joint air traffic management (ATM) automation system to deliver the next generation of ATM to Australian skies. Harmonisation of civil and military ATM will bring a wide range of benefits including greater operational efficiencies, seamless system capability and better investment in personnel and infrastructure.

This future, single national ATM platform will ensure Australian aviation remains at the forefront of technologically advanced ATM and safety, through increased and better management and prioritisation of an increasingly complex

aviation environment and more flexible use of airspace. The new system will reduce overlaps, increase cooperation, improve communication and deliver better training and expertise across the workforce.

The Future Service Delivery group is currently developing and building a detailed understanding of the capability required within the business to acquire and deliver the world leading OneSKY program. It will also deliver the organisational and industry transformation necessary for OneSKY to truly deliver the benefits and value that industry expects and requires. In turn, this should sustain Airservices ability to meet our service delivery commitments in the longer term.


Workforce risks and strategies Throughout the workforce planning consultation process, a number of potential workforce risks were identified that could inhibit the execution of business strategy into 2020. In order to mitigate these identified risks, a number of strategies were identified to address the potential impact to the organisation. Table 1 below details these key risks and proposed strategies.

TABLE 1 Airservices risks and strategies

Risk Strategy

Lack of knowledge through retirement—the result of an ageing workforce

� Accommodate individual preferences and improve work-life balance by implementing and leveraging flexible work practices (job sharing, phased retirement, casual hours, part time hours).

Increased mobility demand internally and geographically for ATC, ARFF and specialist skills

� Develop fit for purpose secondment and mobility frameworks and policies.

� Develop employment conditions to facilitate mobility, particularly to remote geographic locations.

Turnover of short tenure (less than three years)

� Monitor and review career development plans, matching individual aspiration with tailored development opportunities.

Long tenure—potential wave of impending retirements

� Continue to implement succession planning and talent management � Continue to build leadership capability.

Diversity profile � Continue to build a diverse workforce that includes: - Indigenous Australians - women - people with disabilities - culturally and linguistically diverse backgrounds (CALD) - mature-aged workers.

Competitive market for specialist skills (skill shortage)

� Establish EVPs. � Adopt recruitment strategies that are flexible and reflect current and

anticipate future labour market conditions with a focus around flexible working arrangements.

Government and regulatory changes

� Review the current recruitment processes to ensure alignment with changing external environment.


Workforce analysis With almost half of Airservices workforce aged 45 years and over and the increased requirement for specialist skills in a restricted and competitive market, the organisation is committed to ensuring our workforce is equipped with the right skills and capabilities now and into the future to provide a safe, reliable and efficient service to the aviation industry.

Although some proposed strategies are still to be developed and implemented, a number of strategies are currently in place to mitigate these potential future risks to the organisation.

Ageing workforce profile

The average workforce age within Airservices is currently 43 years, with almost half of our total workforce aged 45 years and over. This is demonstrated in Figure 3 below.

With nearly 20 per cent of employees approaching retirement age (55 years and over), it is crucial we build an understanding and greater awareness around work-life balance and individual working preferences.

FIGURE 3 Airservices age distribution

0%

3%

6%

9%

12%

15%

18%

65+60‒6455‒5950‒5445‒4940‒4435‒3930‒3425‒2920‒2415‒19<15

FIGURE 4 Percentage of population over 65, Australia and world

0%

5%

10%

15%

20%

25%

20502040203020202010200019901980197019601950

AustraliaWorld

Source Organisation for Economic Co-operation and Development (OECD) Factbook 2011


Figure 4 represents the proportion of people aged over 65 years in Australia and globally. By 2030 20 per cent of the Australian population will be aged over 65 years (eight per cent more than the global forecast).

Airservices is forecast to also experience a substantial increase in employees reaching this age group over the next five to seven years. This presents the need to implement and leverage flexible working practices such as job sharing, phased retirement and casual or part-time hours. In addition, there is an elevated need to develop mentoring programs to assist in the transfer of knowledge from this age group to our mature-aged workforce and new generation.

Mobility

There is a continued and increased requirement for the flexible deployment of ATC, ARFF and specialist roles to other areas within the organisation and different geographic locations. The adoption of a fit for purpose secondment model is required in order to ensure that Airservices can mobilise these specialist roles to meet organisational objectives.

Tenure

Long tenure—impending retirements

Airservices average workforce tenure is around 13 years and over 40 per cent of employees have been working in Airservices for more than 10 years. The median length of service for ongoing employees in the Australian Public Service (APS) as at June 2012 was 8.8 years and around 45 per cent have been working more than 10 years.

Although tenure is similar to the APS for 10 years and over, when comparing over 20 and 30 years tenure, we have a greater proportion of employees with longer tenures (27 per cent for over 20 and 14 per cent for over 30 compared to 20 per cent and only five per cent in the APS). Figure 5 demonstrates Airservices tenure distribution.

Those employees who are eligible to retire (aged 55 years and over) have accumulated over 15 000 years of organisational experience with over 1000 years of tenure within the over 65 years age range. Figure 6 shows Airservices total years of experience by age group.

FIGURE 5 Airservices tenure distribution

0%

10%

20%

30%

40%

50%

10+ years5-10 years3-6 years1-3 years<1 year


This highlights the increased need to continue to implement succession planning and talent management within the organisation and continue to build leadership capability.

A structured leadership development program, tapping into both internal and external expertise, is currently being rolled out to support the establishment of a leadership pipeline. Its goal is ensuring that leaders have the requisite capabilities to take the organisation forward, and we are developing a pool of potential successors ready to step up to senior leadership positions in the future.

The embedding of leadership programs and the continuous improvement of Airservices management capability will be an ongoing focus over the planning period. All leadership development programs have a strong emphasis on supporting the organisation’s values, our business strategy, and completion of work-based action learning projects under the direction of the participants’ manager.

Short tenure—turnover less than three years

The average employee initiated separation rate for Airservices is around three per cent, however

the average rate for those employees exiting the organisation with less than one year tenure is approximately nine per cent and six per cent for less than three years.

While noting the business benefits of some level of employee turnover, a high level for short tenured employees limits the organisation’s ability to achieve a return on investment for the initial costs associated with recruiting, selecting and training these employees.

Career development plans that ensure individual goals are aligned with development and training opportunities need to be monitored and reviewed on a regular basis.

In addition, a continued focus on activities that improve and sustain engagement will be essential to position the organisation to face the challenges of the future. The regular Airservices Employee Opinion Surveys (EOS) indicate that our employee engagement has consistently increased over time. The 2013 survey showed that current levels of engagement are the highest ever recorded at Airservices.

FIGURE 6 Airservices years of total experience by age group

0

2 000

4 000

6 000

8 000

10 000

12 000

14 000

16 000

65+60–6455–5950–5445–4940–4435–3930–3425–2920–2415–19<15


Business group commitments to improve and sustain employee engagement over the next 12 months have been recorded in business plans. Progress against these commitments will be monitored through the business plan reporting process.

Diversity

Airservices values diversity and is committed to increasing the representation of Indigenous Australians, women, people with disabilities and people from culturally and linguistically diverse backgrounds (CALD) in our workforce.

We recognise that a diverse workforce delivers positive outcomes for individuals and the organisation. This includes valuing differences in views, perspectives and approaches in the workplace to realise the full potential of all employees and contribute to our organisation achieving business goals.

Both the Airservices Workforce Plan and the Workforce Diversity Strategy 2012–16 encourage diversity across four key strategic areas of attraction, recruitment, development and advancement, and creating a supportive work environment. These four areas represent opportunities for Airservices to remove barriers for applicants from diverse groups, develop current employees and ensure the organisation is culturally aware and inclusive. The diversity groups targeted are:

� Indigenous Australians � women � people with a disability � people from CALD backgrounds.

The Diversity Strategy will be reviewed annually to ensure currency and effectiveness. The results against goals set out in action plans will be presented to the Airservices Diversity Council.

Airservices latest organisational wide EOS was conducted in March 2013. The survey was redesigned to include a diversity and inclusion index as well as the inclusion of additional questions on workplace flexibility. The information gathered through the EOS will be used to guide development and improvement of equity and diversity programs in our organisation.


Table 2 sets out the percentage representation of the diversity groups in Airservices.

Indigenous Australians

The percentage of employees identifying themselves as Indigenous has remained relatively static from last financial year with absolute numbers increasing by four employees. Airservices continues to work on closing the gap in employment between the wider Australian population and Indigenous Australians through the following strategies.

Reconciliation Action Plan 2012–16 (RAP)

In August 2012 Airservices launched our inaugural RAP. The plan highlights a commitment to reconciliation and creating meaningful relationships and sustainable opportunities for Aboriginals and Torres Strait Islanders. To guide the development of the RAP, we established a dedicated working group comprising nine Airservices employees and two Aboriginal community representatives.

Airservices RAP is part of the Workforce Diversity Strategy 2012–16. The RAP will be reviewed in conjunction with the Workforce Diversity Strategy 2012–16, and progress reported annually to Reconciliation Australia.

Airservices Indigenous Employment Strategy

The Indigenous Employment Strategy is currently being developed and will identify steps to address the critical under-representation of Indigenous Australians in our workforce. The strategy will focus on recruitment, retention and workforce projections.

Women

Airservices is committed to attracting and recruiting women and developing female employees. The overall number of women employed by Airservices continues to grow, increasing from 16.9 per cent in 2009–10 to 19.5 per cent in 2012–13.

Airservices has had a specific focus on the employment and development of women in the operational areas of ATC, P&E and ARFF. Progress is being made in all three groups.

Airservices has begun to improve the representation of women in operational aviation rescue and fire fighting roles following the complete review of the ARFF recruitment methodology in 2011–12 to remove gender and cultural barriers. During 2012–13, a coaching program designed to increase the managerial capability of ARFF managers was trialled. The

TABLE 2 Airservices representation of diverse groups

2012–13

Group %

Indigenous Australians 0.9

Women 19.5

Employees with a disability 1.3

CALD 7.2

Mature-aged employees 46.0


program will formally be rolled out in the next financial year and includes specific elements designed to ensure stations are prepared for an increase in female staff.

Work has also commenced to assess the impacts of the Workplace Gender Equality Act 2012 which is intended to increase equality in the workplace. Plans to implement a new reporting framework are also underway to ensure we are ready to report on key gender equality indicators, which will be set by government in 2014.

Women in Leadership Forums were held in Canberra, Melbourne and Brisbane offering development and networking opportunities to 120 current and potential female managers in the organisation and encouraging input and feedback on initiatives to better support women in the workplace.

People with a disability

Although the proportion of employees has remained relatively stable, Airservices is committed to removing barriers to, and encouraging the participation of, people with a disability in our workforce.

Airservices is currently trialling a number of transitions to work programs. Employees with intellectual disabilities have been engaged through a specialist disability personnel company. Managers and staff have been provided with training and support to ensure they are able to structure work, the workplace and their relationships with these employees.

Work is currently being completed to incorporate into Airservices policies and procedures APS best practice principles for the management of reasonable adjustments for employees with a disability.


CALD

The number of employees from CALD backgrounds has remained consistent over the last four years. Airservices is committed to improving the retention of CALD employees. We have also revised our recruitment processes to encourage diversity of applicants including people from CALD backgrounds.

Mature-aged workers

With nearly half of Airservices employees aged over 45, we aim to enhance the contribution and job satisfaction of mature-aged employees.

Airservices continues to maintain strong relationships with, and access to the knowledge and experience of our retired workforce through the alumni network.

By investing in our alumni, Airservices is able to tap into the specialist skills of former employees, connect aviation enthusiasts, create knowledge sharing opportunities and build an extended community of expertise. To date, there are nearly 300 registered alumni members.

A large percentage of Airservices employees over the age of 50 remain in defined benefit superannuation funds such as the Commonwealth Superannuation Scheme, Public Sector Superannuation Scheme and AvSuper Defined. We have structured transition to retirement arrangements with AvSuper to facilitate the ongoing employment of these employees after their defined benefits reach a maximum level. These arrangements allow Airservices to continue to engage this group of employees long after their nominal retirement age.

Culture

Airservices recognises that a strong, open and fit-for-purpose culture is critical to attracting, engaging and retaining our workforce. Building on the successful introduction of our values, Airservices has embarked on a long-term program to support the management of our culture. A cross-functional culture planning team will work on developing practical initiatives to improve the way we work with our customers, collaborate as one team and invest in and engage our people.


Critical rolesThis year’s workforce planning activity continued to focus on the identification of critical roles within Airservices. Critical roles are those with one or more of the following elements:

� roles that are hard to fill � roles assessed as critical or core to the

organisation’s competitive advantage � roles that have long lead times to competency � roles forecast to undergo significant change � roles that have had a high number of

vacancies in the last 12 months � roles assessed as core to new

business initiatives � roles that constitute a significant proportion of

the workforce.

TABLE 3 Critical roles by business group

Group Critical role

Air Traffic Control Air Traffic Controller

Aviation Rescue and Fire Fighting

Fire Officer: Chief Superintendent

Fire Officer: Superintendent

Fire Officer: Senior Fire Commander

Fire Officer: Fire Commander

Fire Officer: Station Officer

Projects and Engineering Electrical/Radio Frequency Engineer

Communications Engineer

Software Engineer

Systems Engineer

Requirement and Capability Analyst (IT Business Analyst)

Systems Integrator

Systems Architect

Electrical Technical Officer


Group Critical role

Information and Communication Technology

Enterprise Architect

Solutions Architect

ICT Governance and Assurance Specialist

ICT Business Analyst

Security Risk Management Specialist

User Centred Design Specialist

System Integrator

ICT Project Co-ordinator

Certified ICT Professional

Safety and Assurance Incident Investigator

ATS Specialist

Operational Analyst

Human Factors Specialist

System Safety Specialist (System Safety Engineer)

Learning Academy Skilled Delivery Specialist

Instructional Design and Development Specialist

Training Manager

Team Leader (ATC skill set)

Simulator Support Officer (Officer and Team Leader)


Air Traffic ControlThe Air Traffic Control (ATC) group represents around 32 per cent of the Airservices workforce. ATC is used to manage the safe and orderly flow of aircraft into, out of, and across Australian airspace.

Over 1200 full time equivalent employees provide air traffic control, flight information, aeronautical information and support services. The majority of ATC employees work in the two major en route centres at Melbourne and Brisbane with smaller numbers of employees at the four terminal control units at Cairns, Sydney Adelaide and Perth, and in 29 towers at international and regional airports.

In February 2013, an independent review conducted by NAV CANADA confirmed that we have the appropriate number of operational air traffic controllers to meet our requirements, and the methodology for determining ATC staffing requirements is well documented, structured and logical.

Workforce demographics

The average workforce age for the ATC group is 44.5, with 50 per cent of the group aged 45 years and over. By 2019–20, ATC could potentially

lose up to 46 per cent of existing employees (approximately 600) to resignations (14 per cent) and retirements (32 per cent).

Figure 7 shows the potential gap between demand, net supply and net supply including forecast recruitment to 2019–20 for the ATC skill set. Airservices is forecast to lose over 300 air traffic controllers to retirement and to face more than 100 resignations over the next seven years.

The dotted line indicates that with the continual annual intake of 80 ATC trainees per year, this forecast loss will be offset and supply will exceed demand.

Planning to exceed the projected demand for operational air traffic controllers will ensure that we are well positioned to respond to changing customer and regulatory requirements, which may directly impact the implementation of new services.

This risk mitigation strategy will enable the workforce mobility and capability that is required to meet internal demand for the ATC skill set in other business groups (such as S&A and the LA). It will also ensure a more agile response to the

FIGURE 7 Gap analysis—Air Traffic Controllers (total)

400

600

800

1000

1200

To 2020To 2018To 2016To 20142012–13

Demand—total Net supply—total Adjusted net supply (incl. forecast recruitment)


predicted demands of the implementation of the OneSKY program. We anticipate that this growth will be temporary as there will be opportunity to drive greater efficiency and effectiveness through future service delivery.

Airservices will continue to refine our workforce planning models and analytical data to ensure they accurately represent the current and future workforces.

Workforce strategies

In addition to a continual intake of 80 ATC trainees per year, the ATC group has delivered on a number of key initiatives identified in last year’s workforce plan to mitigate the potential workforce capability gap.

Some of these initiatives include:

� continuing development of management capability

� reviewing the ATC recruitment process (ensuring alignment with the changing external environment)

� building awareness and capability to accommodate a diverse workforce (including flexible working arrangements)

� monitoring and progressing the ATC Career Model.

A set of Key Performance Indicators were assigned to each initiative and tracked throughout 2012–13. The results indicate the ATC group is on track with the majority of the initiatives. For example, there have been high levels of representation on leadership development courses and the quality of career development discussions has improved. A more comprehensive analysis will be provided in next year’s workforce plan, with the results

from this year being used as the benchmark to monitor progress.

Airservices is addressing the challenges posed by less experienced ATC staff through a program of standardisation and endorsement reform that will see specific roles become less reliant on tacit knowledge and specific local knowledge. In operating environments, there will be a shift towards a more generic model that will reduce the link between ‘time-in-role’ and competency. In turn, this will minimise the impact of a higher proportion of less experienced staff.

Airservices is also increasing ongoing training for existing staff—for example, in situational awareness—in response to recent reviews of air traffic services performance.

In addition, with the ever increasing demand facing Australian aviation and the expectation of customers for improved network utilisation, in late 2012 a new branch of the ATC group was created to position Airservices to meet these challenges and expectations. The Demand and Capacity Management branch was formed to ensure network capacity and complexity grows in a measured manner that is consistent with workforce capability.

More recently, the group restructured its Business Support Branch to incorporate a Workforce Strategy Manager. This role will be accountable for actively managing the human resources so that the operational requirements of all locations are met through the application of the ATC Career Model. It will allow us to capture a better understanding of capabilities and the demands for the ATC skill set across the rest of the business.


Aviation Rescue and Fire FightingThe Aviation Rescue and Fire Fighting (ARFF) group represents around 20 per cent of the Airservices workforce and consists of over 550 aviation fire fighters and more than 150 fire officers. They are supported by emergency vehicle technicians who maintain a fleet of specialised aviation fire vehicles, water rescue craft and fire and emergency response equipment.

The mining sector has contributed to the growth in demand for ARFF services at regional locations such as Port Hedland, Gladstone and Newman, which increases the short term requirement for both Aviation Fire Fighters and Fire Officers. The continued growth in other mining centres could see additional new services established within three years. Sustained passenger growth in centres such as Coffs Harbour and Ballina will also see new services opening in 2014.

Changes in aircraft and air traffic growth have resulted in increases in category at existing locations. For example, with the arrival of the A380, Perth and Brisbane are due to increase to Category 10, which will mean that additional staff will be required to meet the new requirements.

However, in the longer-term the ‘Fire Officer’ role is still deemed as the most critical capability gap due to the significant length of time to develop recruits into these officer ranks.

To be eligible to progress to the officer ranks, aviation fire fighters must attain qualifications at the Certificate IV, Diploma and Advanced Diploma levels. It currently takes about ten years to develop the capability to move to the most senior position of Station Commander.


The age distribution of ARFF employees is similar to the organisation workforce trend, whereby 45 per cent of staff are aged 45 years and over and the average workforce age is 43 years old. Average tenure is 14 years with only a three per cent employee initiated separation rate.


0

200

400

600

800

1000

To 2020To 2018To 2016To 20142012‒13

Demand—total Net supply—total

FIGURE 8 Gap analysis—Aviation Rescue and Fire Fighting (total)


Gap analysis

Figure 8 demonstrates that by 2019–20, ARFF could potentially lose up to 39 per cent (nearly 400) employees to resignations and retirements. The ARFF group makes up 55 per cent (200 fire fighters) of this loss, while up to 150 fire officers could be lost over the next seven years.

Long-term recruitment forecasts have not been included in the gap analysis; this will be progressively considered.

Strategies

A number of initiatives are currently in progress or being re-assessed to mitigate the risk of future capability gaps in the short and longer term.

These include:

� reviewing and redesigning the ARFF recruitment methodology

� working with the LA to increase training throughput by increasing course capacity and the number of courses

� examining options for increasing workforce flexibility though initiatives such as transition to retirement

� using the new Enterprise Agreement to implement some flexibility regarding career progression

� developing a policy for the re-engagement of former employees.

In light of the recent increase in demand for new services, Airservices has determined that in the short to medium term, the most efficient method for fulfilling demand for aviation fire fighters and fire officers is through increasing career progression training places. We have developed a new course schedule which will significantly increase Diploma and Certificate IV places over the next two years. The number of recruit courses has also been significantly increased.

Over the last 12 months, a number of different advertising approaches have been successfully trialled to increase the number of applications for the ARFF business group from each of the under-represented market segments. This has also led to more diverse groups being successfully appointed as ARFF trainees.

Airservices has also engaged a consulting service provider to validate the interim physical testing regime against physical requirements of the ARFF recruit training course and operational environment.


Projects and Engineering The Projects and Engineering (P&E) group has over 850 staff and is located at 21 locations across Australia. It represents 21 per cent of our workforce and is accountable for the technical integrity, lifecycle management, performance monitoring and enhancement of the airways systems.

The group provides design, engineering, asset management, project management, monitoring and maintenance services for operational systems and property assets on behalf of Airservices, which includes the delivery of the capital works program and organisation wide project management governance.

With a vast range of services and technical expertise and the long lead time to competency, this highly specialised and diverse group has a number of critical roles, with the most critical being the ‘engineering’ discipline.

Airservices anticipates future difficulties in attracting and retaining appropriately skilled engineers in most sectors. We will be required to tailor strategies to meet the potential skills gap now and into the future.


P&E’s average workforce age is around 45 years, with 22 per cent of employees approaching retirement eligibility (55 years of age). Average workforce tenure is on par with the organisation at 13 years, and 53 per cent of P&E employees are aged 45 years and over.

The P&E group has 49 per cent of employees with less than five years tenure, and nearly 30 per cent of employees aged less than 35 years. This highlights the need to focus tailored strategies around professional and career development for both the mature-aged workforce and the new generation. It also highlights the need to ensure the transfer of knowledge and skills between the two groups is managed to deliver the best possible outcomes for the organisation, both now and into the future.


0

200

400

600

800

1000

To 2020To 2018To 2016To 20142012‒13


FIGURE 9 Gap analysis—Projects and Engineering (total)


Gap analysis

P&E could lose a large proportion of its workforce based on forecast retirements and employee initiated separations over the next seven years. This includes a potentially high number within the engineering discipline. However, the average retirement age for this business group has increased from 56 to nearly 60 years of age over the last five years, with more mature-aged employees taking the opportunity to work longer. Through continued opportunities to work in a flexible working environment, the impact of this loss may lessen into the future.


A number of key initiatives are currently in place to reduce the impact of the potential skills and capability gap into the future.

These are centred on:

� maintaining the intake of technical trainees and engineering graduates

� continuing to develop management capability � increasing diversity � succession planning and talent management � flexible working arrangements.

Airservices, together with TAFE NSW Riverina Institute in Wagga Wagga, continues to deliver a tailored Electronics and Communications Engineering Diploma course to alleviate the issues associated with recruiting appropriately qualified technicians. Technicians are critical to our business and in the current market are difficult to find, with 15 trainees commencing in 2012–13.

With only a small number of engineering roles being filled by women, it is crucial to maintain a continued specific focus on the employment and

development of women in this traditionally male orientated discipline.

The graduate program maintained its intake of engineering graduates, with six graduates commencing across 2012–13.

The P&E group will continue to participate in leadership programs and support the need for flexible working arrangements. A total of 18 employees have participated in leadership programs this financial year.

We will focus on education and building awareness of diversity through the development of a diversity plan. The plan will seek input from staff at all levels with the aim of building an inclusive business group which will be characterised by equal employment opportunities, culturally competent norms, transparent and inclusive communications, participatory work processes and decisions, improved conflict management, leadership development and shared accountability.

Succession planning and talent management are now part of business as usual. The majority of branch managers have development plans in place.

An extensive piece of work commenced in July 2013 to provide more clarity on P&E’s critical roles and their impact on the business into the future. This work will identify potential future capability gaps for the engineering disciplines to facilitate development of initiatives to mitigate workforce risks.

Over the next five years, the main focus for the P&E group is to manage forecast retirements, continue to attract and retain a new workforce and to resource the capital program and requirements for the OneSKY program.


Safety and Assurance The Safety and Assurance (S&A) group provides safety support and advice to all groups within Airservices to ensure the organisation is compliant, operating at the optimal risk level, aware of its safety accountabilities and continually monitoring and improving safety outcomes.

The group comprises approximately 150 full time equivalent employees and is responsible for audit, operational integrity and compliance, project safety services, safety services, safety systems, risk and analysis and security and resilience.

Some of the accountabilities of this group are detailed below:

� maintaining and improving the following frameworks and systems, Safety Management System (SMS), including Workplace Health and Safety, emergency and business continuity, three year audit program, enterprise risk, data analysis and reporting, controlled documentation and assurance

� ensuring the effectiveness and efficiency of our systems of internal control and risk management through an annual risk based audit plan

� providing assurance on integrity and regulatory compliance of operations through the provision of regulatory knowledge, advice and the promulgation, implementation and maintenance of supporting frameworks and standards

� providing frontline support in the application of the SMS within operational service delivery

� providing a comprehensive range of services to all business groups and facilities throughout Airservices, including identification card services, CARDAX access control and national security

� developing and maintaining our Crisis Response Arrangements for maintaining Airservices overarching Business Continuity Management Framework, and providing support and advice to business groups and facilities in relation to business continuity planning

� assessing and quantifying risks and taking measures to control or reduce risks

� ensuring projects comply with the SMS by strategically integrating safety management into projects so that safety risks are identified, assessed and managed; and assist project managers to identify resources to conduct safety management activities.

FIGURE 10 Gap analysis—Safety and Assurance (total)

0

40

80

120

160

To 2020To 2018To 2016To 20142012‒13



Planning assumptions

A number of planning assumptions to 2020 were used in the workforce planning process. Some of these assumptions are set out below:

� continuous safety improvement and maintenance

� sustained external focus on Airservices performance from parliament and regulator

� increased demand for information (internal and external) on operational performance

� continual need for ATC skill set � requirement to be more efficient and also, at a

minimum, maintain safety in this environment � need to ensure the future system

delivers safety � increased levels of automation of systems.


The average workforce age for the S&A group is 42, with 60 per cent of employees aged less than 45 years. Average workforce tenure is 8.4 years, with 42 per cent of employees having less than three years tenure, and 23 per cent with over 10 years.


Gap analysis

Figure 10 shows the potential gap between demand and supply for the S&A group. By 2019–20, S&A could potentially lose up to 33 per cent (around 50 employees) of its workforce to resignations and retirements. Only 23 per cent of employees are projected to retire over the next seven years.


A number of key initiatives were identified during the workforce planning consultation with the S&A group. Whilst several generic retention strategies around supportive flexible working arrangements and succession planning/talent management are currently in place, a range of additional strategies must be developed to mitigate the future capability gaps for the S&A group’s critical roles going forward to 2020.

Some of these strategies include:

� developing a collaborative career model with other business groups to ensure mobility of employees with specialist skills, reducing the risk of the S&A group’s inability to attract skilled specialists

� reviewing role structures and remuneration frameworks to increase the ability to attract and retain employees to the S&A group

� targeting recruitment to promote Airservices externally as an employer of choice, increasing visibility at aviation and university forums

� utilising the OneSKY program implementation to provide career and professional development for our people.

With a large proportion of employees aged less than 50 years (72 per cent) and a significant segment of staff with short tenures, it is important that we focus our attention on the retention of employees with specialist skills and continue to develop these employees from both a career and professional development perspective. It is equally important to maintain consultation with other stakeholders to develop targeted recruitment and development strategies to establish a pipeline of talent for these roles.


Information and Communication TechnologyThe primary role of the Information and Communication Technology (ICT) group is to facilitate and support Airservices vision of connecting Australian aviation through a coordinated approach to ICT. The group delivers a strategy aligned with the corporate business strategy and plan.

The recent establishment of an ICT Operating Model supports Airservices strategic management of ICT, and will streamline, prioritise and provide direction for the pipeline of work. The model will optimise the alignment of projects by catering to inter-dependencies and timelines, and generate better value from our ICT investments.

The new information technology operating model:

� provides role clarity for internal stakeholders � promotes extensive consultation with internal

and external stakeholders � enables Airservices to continue to be an

industry leader � enables us to separate strategic functions

from operational functions � provides the necessary focus for future

thinking and planning for information communication technology

� promotes a participative approach to strategic management.


A number of planning assumptions to 2020 were used in the workforce planning process. Some of these are set out below:

� mitigating impact of ICT legacy systems � integrating the ICT group as a trusted partner

of the organisation � maximising both internal and external

supplies to optimise operations � ensuring capabilities and skills required to

deliver on outcomes � increasing focus on the delivery of customer

centric solutions aimed at delivering improved outcomes for both internal and external stakeholders.


The average workforce age for the ICT group is 43. Almost half of its workforce is aged over 45 years with 19 per cent approaching eligibility for retirement (55 years of age).

FIGURE 11 Gap analysis—Information and Communication Technology (total)

0

20

40

60

80

100

To 2020To 2018To 2016To 20142012‒13



Average workforce tenure is six years, with 70 per cent of employees with less than five years tenure and only 15 per cent with over ten years.


Gap analysis

Figure 11 shows the potential gap between demand and supply. By 2019–20, ICT could potentially lose over 30 per cent of its workforce to resignations and retirements.


A number of key initiatives were identified during the workforce planning consultation with the ICT group. Some of these strategies include:

� targeted talent management and development solutions, including:

- an ICT services catalogue - ICT representation in the graduate

program - increased profile and relationships

with highly recognised ICT professional groups and universities

- assessment of roles to determine best case recruitment options—permanent versus contract workforce

- improved candidate attraction strategies

- implementation of more flexible working arrangements—for example, transition to retirement arrangements and teleworking

- implementation of an ICT capability training plan based on skills gap identification

� establishment of a robust ICT culture aligning with Airservices practices, procedures and values

� implementation of an ICT framework to identify skills and capability gaps

� review of structure and location of the ICT service provision

� implementation of a business and a staff engagement strategy.

In the external market, 5.6 per cent of ICT professionals are aged 20–24 and 65 per cent are 25–44. Our profiles do not reflect the industry standard, with only one per cent of our ICT workforce aged less than 25 years old and just over half aged between 25 and 44.

With almost 50 per cent of our workforce aged over 45, and half of ICT employees with less than five years tenure, it is important to prioritise the retraining and up-skilling of Airservices ICT workforce and increase our profile in the external market. There is a need for us to focus efforts around succession planning, professional development and supportive flexible working arrangements in order to sustain our mature age workforce and retain our new generation to deliver ICT services into the future.

Another challenge for ICT is gaining greater understanding of the skills and capabilities of our external contractors to reassess each of these roles and determine the best staffing option in the shorter and longer term.

There are a number of government initiatives currently being developed to both encourage school leavers to study ICT and increase the level of attraction to the wider community. It is important for Airservices to increase our profile as an employer of choice.


Learning Academy Airservices is accredited as a Registered Training Organisation (RTO), which enables us to meet the unique requirements of the aviation industry regulatory framework and our own specific needs to provide a skilled specialist workforce.

The Learning Academy (LA) comprises approximately 250 full time equivalent employees (excluding trainees) and designs, develops and delivers training for Airservices. The LA manages Airservices RTO obligations and delivers accredited training to our employees engaged in air traffic services, aviation rescue and fire fighting (ARFF), and some units of management training. Non-accredited training is also provided through the LA to meet operational, safety, project, technical/engineering and corporate requirements.

The LA submitted Airservices application for RTO re-accreditation in February 2013, with re-registration expected to be confirmed later in the year. To date, RTO awareness training has been delivered to over 160 staff.

The LA structure consists of four schools that are aligned with core operational functions and supported by the Business and Learning Support branch:

� Air Traffic Services (ATS) school has a multi-faceted approach to training, delivering classroom based and online training in addition to practical simulation in order to ensure quality initial preparation for ab initio trainees and experienced external recruits through the Diploma of Aviation (Air Traffic Control) accredited training program. The ATS school also develops and delivers operational (non-accredited) training to support the ATC group and related projects in meeting Civil Aviation Safety Regulation 172 requirements.

� ARFF school provides a structured learning pathway for staff to progress through their

career. ARFF training offers accredited courses commencing at Certificate II level through to Advanced Diploma qualification in Public Safety, and supports the ARFF group by responding to a significantly increased training demand in both accredited training and operational workshops.

� Enterprise Leadership and Safety school oversees the delivery of all Airservices safety, corporate and leadership training. The school aligns our identified and approved safety, corporate and leadership training requirements with training delivered or managed by the LA.

� Technology and Engineering (T&E) school delivers training to meet the requirements of the TechCert program, as required by Civil Aviation Safety Regulation 171. This involves ensuring that the safety and integrity of the airways system is maintained through the assessment and regular monitoring of competencies (knowledge and skills) of employees who are engaged in confirming the serviceability of airways facilities (systems, equipment and infrastructure). T&E school is responsible for the maintenance of the training standards and syllabus, ensuring the requirements of the TechCert program are maintained. The school also manages the Technical Trainee Program in collaboration with the Riverina Institute of TAFE. This program has been tailored to meet Airservices requirements, with trainees receiving the Diploma in Electronics and Communication Engineering upon successful completion of the two year program.

� Business and Learning Support acts as the guarantor of compliance, quality and continuous improvement for the LA and Airservices as an RTO. The branch provides a shared service via two streams—business support and learning support. Through a governance and compliance model (processes and systems) the branch


delivers core functions including course scheduling and coordination, training records and information management, reporting, performance management, instructional design services, quality assurance and continuous improvement.

Training facilities

In April 2013 the Hot Fire Training Ground was officially opened. It is part of Airservices commitment to initial and ongoing training through the Melbourne based LA and is part of our $140 million investment over the next five years to modernise ARFF facilities. The new state of the art training facility supports ARFF training capabilities to ensure consistent delivery and improvement of skills across the workforce, and will equip fire fighters with the competencies required to deal with large, complex airframes. The centrepiece of the new facility is a full-sized mock-up aircraft fuselage, replicating sections from the Airbus A380, Boeing 767 and DC10 aircraft which will be used to simulate real-world fire fighting and rescue. It will allow multiple

training scenarios to be undertaken concurrently and will enable fire fighters to be put through a range of training activities that will include rescue techniques, structural fire response and multi-vehicle aviation response driving.

The ATS school manages a suite of ATC simulators for en route, control tower and approach control training and supports delivery and assessment of the Diploma of Aviation (Air Traffic Control) qualification and operational (non-accredited) training. The simulators have the capability to re-create incidents for replay and investigation plus the ability for the operational ATC business group to develop and test procedural change proposals. Ab initio (recruit) ATS training, under the Diploma of Aviation (Air Traffic Control), is delivered in Melbourne and Brisbane utilising an en route simulator system. Approach control training is delivered on this system to ab initio tower courses and for experienced controller cross conversion training. A new state of the art $37 million ‘Eurocat simulator’ in Melbourne will be used for training from October 2013.



A number of planning assumptions were used in the workforce planning process. Some of these are set out below:

� sole focus on delivery of training to Airservices employees to support operational requirements

� ongoing need to respond to changing regulatory and legislative requirements

� provision of a flexible, innovative, high quality and compliant service delivery model and the need to work more collaboratively to meet customer requirements and expectations

� need to keep up with technological advancements and demands to ensure innovative training methods are delivered

� need to respond to changing internal and external industry demands

� continual focus on developing instructor capability to ensure skill currency

� requirement for increasing and on-going supply of ATC and ARFF skilled employees with competing demands within the business

� training success (meeting operational requirements of the business) is dependant on appropriate attraction and recruitment—reliable supply of suitable candidates

� need to maintain RTO status.


Around 27 per cent of employees (over 60) are approaching retirement eligibility this year (55 years and over). More than half (58 per cent) of the academy’s workforce is over 45 years of age.


Gap analysis

The LA could potentially lose up to 44 per cent of its workforce (almost 100 employees) to resignations and retirements by 2019–20. The number of retirements constitutes 80 per cent of this loss.

FIGURE 12 Gap analysis—Learning Academy (total)

0

50

100

150

200

250

To 2020To 2018To 2016To 20142012‒13




This year, the workforce planning consultation process with the LA identified a number of key workforce risks. They included the demand for similar skill sets within the organisation, responding to significant changes in core operational systems and equipment (for example, FSD and the Integrated Tower Automation Suite), continual regulatory changes, different training requirements depending on business needs and the potential for higher attrition due to generational differences and increase in the number of retirements.

To mitigate these potential risks a number of strategies were identified:

� increased requirement to work proactively and cohesively with internal stakeholders to identify resource and capability requirements across the business

� continually review and understand retirement intentions and the requirements around flexibility within the workplace through regular consultation and reporting mechanisms

� adopt more contemporary employment practices and techniques around job sharing, teleworking and modern usage of technology for training.

Airservices needs to ensure it is adaptable and flexible to meet the requirements of the external environment (regulators and customers) and the business. It is important the academy remains proactive and works collaboratively with the internal stakeholders to determine short-term and strategic needs. We must also be supportive in reviewing possible alternative training options and usage of technology for the delivery of training to meet business outcomes, particularly with the introduction of FSD and the key role training will play.

Working collaboratively with the business in attracting skilled employees to the academy through a supported ‘career development’ secondment model is crucial in the delivery of professional and competent ATC and ARFF trainees into the future.


Corporate groups This year’s workforce planning consultation extended to ICT, S&A and the LA. The remaining corporate business groups support the operational groups through the provision of specialist advice and service delivery in the areas of human resources, finance and business services, corporate and industry affairs and environment obligations.

We continue to evaluate the efficiency and effectiveness of our corporate groups to ensure the services, workforce and structure best support business operations.


The corporate groups account for over 25 per cent of Airservices workforce with around 50 per cent aged between 25 and 45 years. Around 13 per cent of this group are eligible for retirement at 55 years or over and the current employee-initiated termination rate is around eight per cent (excluding the LA and S&A which is currently around five per cent).

As expected, turnover within the corporate groups is higher than the operational business groups due to greater transferable skills, which are relevant in many industries, resulting in more opportunities in the external market.


With around 150 employees forecast to retire or resign from the corporate groups over the next year, there is a focus around retention of our younger generation with less than three years tenure through the provision of training and development opportunities (succession planning). To retain our workforce beyond retirement age, Airservices will also continue to support flexible working arrangements for our mature aged employees, in particular those aged 55 years and over.

Airservices environmental role will continue to be important in ATM and other aviation industry initiatives to reduce the impact of aviation on the environment particularly aircraft noise and emissions. We will ensure that staff working on environmental issues continue to develop their skills and capabilities in environmental management, and work with other agencies, the industry and the community in jointly addressing aviation environmental issues.

It is equally important to promote our organisation to the wider market as an employer of choice both now and into the future. The introduction of Airservices EVPs will be an integral part of building a market presence which will increase our ability to create a sustainable workforce.

13-1

12 C

orpo

rate

Com

mun

icat

ion

www.airservicesaustralia.com

workforce plan 2013-2020 - airservices australia€¦ · 06 airservices workforce plan 2013 20 ......

Documents