Our Commitment: Our People - Thomson

Our Commitment: Our People
delivering services to the Australian Aviation Industry
a five year commitment from
Airservices Australia 2008–2013

CREDITS
Published by Corporate Affairs
Airservices Australia
Alan Woods Building
25 Constitution Avenue
Canberra ACT 2600
p 02 6268 4866 f 02 6268 5688
www.airservicesaustralia.com
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Our Commitment
Australia has always been a leader in the field of aviation. From the pioneering
beginnings of almost a century ago, aviation has helped to drive our economy
and to draw our national social fabric together.
We live on an island continent and aviation provides a bridge to the rest of
the world. But, more than that, Australia is a land of vast distances and aviation
has become an essential part of our infrastructure. Even in our electronic age,
we still rely on aviation to reunite families and provide important personal links
between businesses. Aviation supports popular sports and recreations, it carries
mail and cargo between city centres and out to the bush, and it helps provide
medical services to people across remote Australia.
Airservices is continuing the proud tradition, established last century, of providing
aviation services and infrastructure. Our purpose is to foster and promote civil
aviation, both within and outside Australia. We manage 11% of the world’s airspace
and over four million aircraft movements carrying some 47 million passengers
each year. We provide aviation rescue and fire fighting services at 19 locations and
maintain over 300 navigation aids ranging from radars and beacons through to
state of the art satellite navigational systems. Australian aviation is projected to grow
at about 3% per annum and we will need to control increased volumes of air traffic
and provide ARFF services at more sites across the country, as well as upgrading
existing services to handle larger categories of aircraft.
Airservices’ ability to deliver these services to our customers is critically dependent
on our people. This is especially true of the dedicated and highly skilled workforce
in our operational areas: Air Traffic Control, Aviation Rescue and Fire Fighting, and
Technical and Asset Services. We have a workforce of over 3000 people across
Australia, the vast majority of whom are highly trained professionals.
Like many businesses in Australia, including those in the aviation industry,
we are facing the challenges of an ageing workforce and higher staff turnover
among newer recruits. The strong Australian economy has driven growth in the
aviation industry but, at the same time, the competition for new recruits has
intensified. For instance, the continuing expansion of the resources sector has
created keen competition for technical skills, especially in regional Australia.

But it is not just about our staff numbers. Leadership is critical to
building our organisation’s capability and we have developed a
strong leadership and management development programme
that will provide a foundation for our future. We need a skilled
workforce and we have established the Airservices Learning
Academy to provide a first class training and development
program for our operational, technical and managerial staff.
This could be part of a solution to address the broader
aviation skills shortage, together with industry.
The challenge is very clear. Already, staff resources in many areas
are stretched, and we have been forced to rely too much on
overtime to cover the gaps. When sickness leads to unexpected
absences, we are not always able to field a full team and this has
led to reductions in services. While I must emphasise that safety
has not been compromised, I do not find any reduction in service
acceptable and as an organisation we are pursuing all options to
ensure reliable service delivery.
This booklet explains our business and outlines our strategy to
achieve and maintain the workforce we will need over the next
five years. We have analysed what that workforce should look
like, not just to meet today’s requirement, but also to meet
the demands in the future. Our strategy incorporates effective
workforce planning, recruitment, career development, retention
and succession planning. Where necessary, we will consider
outsourcing and strategic partnerships, but we must be
careful to retain our most skilled people if we are to stay at
the leading edge. Part of our approach to addressing the
current challenge of high competition in the labour market
is recognising and rewarding our employees and offering
them with an attractive career path at Airservices.
Finally, but perhaps most crucially, we are building a culture
of achievement. Airservices needs the support of its people
if it is to be successful in ensuring service delivery over the
long term, and this will be achieved by staff engagement
and showing individuals how their efforts directly contribute
to Airservices’ work.
We are fostering an Airservices culture that strengthens
communication, encourages unity and teamwork, celebrates
success and achievement and is aligned with our future goals.
We already have a strong safety-focussed professional culture
in the organisation, and are now embarking on a program to
encourage environmental thinking; these are steps along the
road to a new organisational culture.
Airservices takes pride that our services are important to
our customers and to the people of Australia. This five-year
workforce strategy demonstrates my commitment to
delivering those services to our customers and my
commitment to our staff to make Airservices a great
place to work.
Greg Russell
Chief Executive Officer
Airservices Australia
June 2008
2 Airservices Australia — Our Commitment: Our People 2008–13

The Evolution of the
Australian Labour Market
The developed world is experiencing great demographic
change, characterised by declining birth rates, greater longevity
and ageing populations. In western industrialised nations like
Australia, these shifts are contributing to labour market skill
shortages and, in combination with social and technological
changes and the wider forces of globalisation, are creating
major challenges for employers.
Ageing Population
Australia’s population is ageing and this trend is expected
to continue as a result of low levels of fertility and increasing
life expectancy. The median age of Australia’s population,
36.4 years at June 2004, is projected to increase to between
39.9 years and 41.7 years in 2021 and to between 44.6 years
and 48.2 years in 2051.
Generational Issues
While there are increasing numbers of older people in
Australia as a percentage of population, Generations X and Y
already comprise over 40 percent of Australia’s population.
(See Figure 1) and are the emerging generation of workers.
David Forsyth, Chairman
Chairman’s Awards for
Professional Excellence
The Chairman’s Awards for Professional Excellence
recognise employees who have made an exceptional
contribution, beyond their normal duties, to their work
and to the organisation.
The categories for which awards are presented are:
• Air Environment Management
• Air Safety Management
• Air Traffic Control
• Engineering
• Aviation Rescue and Fire Fighting
Winners of the 2008 awards are introduced in
profile throughout the document.
Airservices Australia — Our Commitment: Our People 2008–13 3

In 20 years time, even the youngest Baby Boomers will be
reaching retirement age, closely followed by the oldest of the
Generation X’ers while the Generation Y’s and younger X’ers
will be in the prime of their careers. From an employment
perspective, the older Y’s — the 20 to 26 year olds — already
have a labour force participation rate of around 90%, which is
second only to the X’ers in their 30’s and 40’s. 1
The increasing proportion of Generation Y employees within the
workforce is posing some additional challenges to employers.
Their employment outlook and expectations are shaped primarily
by an early introduction to computer technology, the internet,
rapid communication and relatively affluent baby boomer
parents. The experience across industries indicates that this
generation of workers is demanding more flexibility in their
roles, higher rewards, freedom to advance their professional
learning and development, quicker succession and better
work-life balance than older employees.
The age cohort that comprises Generation Y has also grown
up during an economically prosperous period and has only
experienced the employment conditions of a tight labour
market that favours employees. If their expectations are not
met, these employees readily move on to the next challenge.
A poor retention rate of Generation Y employees has lead to
a perception that they are substantially harder to manage
than any preceding generation. 2
Figure 1: Australia’s Generations 3
Description Born Age Population (m) % of Pop’n
Builders Before 1946 61+ 3.5 17.0
Baby Boomers 1946–1964 42–60 5.3 26.0
Generation X 1965–1979 27–41 4.4 21.5
Generation Y 1980–1994 12–26 4.2 20.5
Generation Z 1995–2009 Under 12 3.1 15.0
1 ABS — Australian Labour Marker Statistics, Cat 6105, January 2006
2 “Making Talent a Strategic Priority”, The McKinsey Quarterly, 21 January 2008
3 ABS Population Pyramid 2006 and McCrindle Research Study 2006
4 Airservices Australia — Our Commitment: Our People 2008–13

Job Loyalty
The strong labour market and competition for skills is challenging
traditional perceptions about the loyalty of mature workers.
A recent survey conducted by the Australian recruitment and
networking site, Linkme.com.au, has found that 82 percent of
Australian employees aged between 41 and 55 are currently
seeking to change their job. The study also found that 80 percent
of employees earning between $80,000 and $99,000 are seeking
alternative employment opportunities as well, indicating that
job loyalty of the more affluent is also changing. 4
This adds increasing pressure on employers to ensure that they
are perceived to be a good employer, offering existing and
prospective employees a great place to work.
Jobs Boom Discouraging University Enrolment
The booming job market in Australia appears to be influencing an
increasing number of young people to bypass tertiary education
in favour of full-time employment. Applications for university
placement are down and fewer students are completing year 12.
In 2001, just 59 percent of 17-year-olds in Australia had completed
their Year 12 Certificate or an equivalent qualification. For those
who did complete Year 12, only 40 percent went on to complete
further tertiary studies. 5
Furthermore, TAFE courses are now attracting higher
demand, which is also contributing to the dropping
numbers of university enrolments. These issues are all
adding to the current skills shortage, with particular labour
shortages expected to continue in disciplines including the
sciences and engineering. The output of skilled professionals
is shrinking while the demand continues to grow. 6
4 “Gen Y Fever Hits the Job Market in 2008”, Linkme.com.au, 14 January 2008
5 “20:20 Australia Series”, Hudson, August 2004
6 “Unis Bypassed as Jobs Beckon”, The Age, 14 January 2008
Airservices Australia — Our Commitment: Our People 2008–13 5

Skills Shortages
The strong Australian economy, coupled with demographic
pressures due to the ageing population, has led to historically
low unemployment and a high labour force participation rate.
Current trends indicate that the skilled labour shortage is
unlikely to ease in the near future. A recent survey conducted
by Hudson, of close to five thousand Australian organisations,
found that half have experienced a rise in recruitment expenses
of up to fifty percent, partly due to the increased time required
to successfully recruit new employees.
As early as 2005, the Australian Industry Group reported
Australian companies rated the inability to secure skilled staff and
the high cost of skilled labour as the two most significant barriers
to company success. About half the companies surveyed also
reported difficulties in retaining skilled staff.
The challenges around securing skilled labour were particularly
significant for tradespeople, technicians, paraprofessionals and
engineering professionals (see Figure 2), and this is reflected in
the recruitment challenges facing our Technology and Asset
Services group. However, the Air Traffic Control and Aviation
Rescue and Fire Fighting groups are continuing to be highly
competitive in the workplace market, with many applicants
for every position advertised.
Figure 2: Difficulties Securing Skills — by Occupation, Australian Companies, 2005
Trades
Technicians and paraprofessionals
Engineering professionals
Managers
Apprentices and trainees
Labourers and process workers
Other professionals
Clerical and administrators
IT professionals
0 10 20 30 40 50 60 70 80
% of sample agreeing
6 Airservices Australia — Our Commitment: Our People 2008–13

Airservices’ Workforce
Airservices’ workforce is long-tenured and as a direct
consequence of this we rely increasingly on mature-aged
employees (45 years and over) who represent 48 percent
of our ongoing workforce.
Figure 3 shows the composition of the workforce by
generation, dominated by Baby Boomers and Gen-X.
Much of our corporate knowledge resides with the
Builder generation, which is approaching retirement.
Figure 3: Airservices Breakdown by Generation
Airservices Employee Breakdown by Generation — as at 30 April 2008
Ken Owen
2008 Chairman’s Award for Professional Excellence
— Environment
Ken joined Airservices in August 1995 and
currently works as an Environment Specialist
within Corporate Affairs.
Ken is a highly regarded technical advisor and
he plays an active role in international environment
fora, including ICAO. His contribution to air
environment management is second to none.
Ken was instrumental in developing Environment
Principles for minimising the impact of aircraft
operations — he developed the framework for this
in the absence of legislative or regulatory guidance.
Builders
Baby Boomers
Generation X
Generation Y
“Aviation environment has been an interesting,
challenging and rewarding area to work in for the last
13 years and with the increasing focus on environmental
issues, in particular climate change, it is only becoming
a more exciting area to be involved in”.
— Ken Owen.
Airservices Australia — Our Commitment: Our People 2008–13 7

Figure 4 shows Airservices’ Age Profile. The challenge of
our maturing workforce is clearly evident, with many of
our staff being members of superannuation schemes
that offer strong financial incentives to retire at the age
of 55, or earlier. The under-35 age group is under-represented,
reflecting both the increased competition for younger
workers in the current recruitment market and higher
turnover rates in more recent recruits.
Figure 5 shows Airservices’ turnover rates by tenure over the
previous five years and indicates that turnover is greatest in
low tenured employees — those with less than three years
employment with Airservices — and the turnover rates of
employees in this group have increased over recent years.
However, turnover rates do not yet pose a serious problem in
our operational areas, as the separation rates there are still very
low in comparison to other industries. The higher turnover is
most evident in more junior staff and non-professional roles.
Figure 4: Age Profile (Airservices Australia Total)
Airservices’ Age Profile at 30 April 2008
Headcount
1400
1200
1000
800
600
400
200
Figure 5: Airservices’ Employee Initiated Separation Rate
by Tenure Profile (TP) as at 30 April 2008
Employee-Initiated Separation Rates
25%
20%
15%
10%
5%
0
05/06

Workforce Planning
In 2006, Airservices commenced strategic workforce planning in
order to ensure that we have the right mix of skills and capability
within the organisation to support the future needs of the
business. Our workforce planning methodology is based on
quantitative analysis of our workforce and involves examination
of the internal and external environment to identify the likely
impact of any new technology and planned projects on workforce
numbers and requisite skills. This demand information is coupled
with supply projections, based on pending retirements and
historical attrition rates, in order to develop a forecast of potential
risk areas and workforce shortages or surpluses. Gaps identified
through this process inform the development of workforce
strategies for the business.
A new Workforce Plan for Airservices covering the period
2008–2013 is currently under development and is due for
completion by the end of June 2008. We intend to review
and update the Plan on an annual basis. This booklet focuses
on our operational workforce, but our plan covers the whole
organisation. The skilled people in our corporate areas are
vital for the effectiveness of the organisation as a whole.
Airservices Learning Academy
One of the initiatives to address the skills and capability gaps
is a greater focus on the internal learning and development
of our staff. This will be done through the expansion of our
current Melbourne training facility into the Learning Academy.
The Academy will incorporate air traffic control training, technical
training and rescue and fire fighting training, as well as leadership,
management, and safety training. The facility will offer a dynamic
curriculum that responds to the organisation’s changing skills
requirements over time.
Airservices Australia — Our Commitment: Our People 2008–13 9

Air Traffic Control Group
The Air Traffic Control (ATC) Group is the major service delivery arm of Airservices, representing almost 40% of all employees.
Over 1200 ATC staff, including non operational staff, are deployed nationally to provide air traffic control, flight information
and aeronautical information services. They work in our two major centres at Melbourne and Brisbane, in four terminal
control units at Cairns, Sydney, Adelaide and Perth, and in 26 towers across regional and urban Australia (see Figure 6).
Airservices has also established a separate National Operations Centre to deliver strategically coordinated air traffic
flow management involving ATC, airlines and airports.
Figure 6: Location of our air traffic control centres and towers
Cairns
Alice Springs
Archerfield
Hamilton Island
Mackay
Rockhampton
Maroochydore
Brisbane
Coolangatta
Perth
Jandakot
Adelaide
Parafield
Albury
Launceston
Tamworth
Canberra
Sydney
Bankstown
Camden
Melbourne
Avalon
Essendon
Moorabin
Hobart
Coffs Harbour
10 Airservices Australia — Our Commitment: Our People 2008–13

Air traffic controllers have traditionally maintained long careers
at Airservices. While the average tenure of ATCs is slowly trending
down, it is still around 17 years and three out of four ATCs have
more than 10 years service. Our workforce is relatively mature
compared to the rest of the workforce, with an average age of
42 years.
35% of our ATC staff are within the age range of 35 to 45 years,
with 37% between 45 to 55 years. Only 8% are aged over 55
(see Figure 7), reflecting current financial incentives for
retirement at that age.
Careful workforce planning is crucial, as training ab initio recruits
to operational competency takes around 18 months. This has
hampered our ability to respond quickly to emerging controller
shortages. An important interim strategy, which we have adopted
in 2007 and 2008, involves attracting experienced controllers who
can be retrained on the Australian air traffic system in a third of
the time, or less. These recruits are generally controllers who have
been working overseas, including some Australian controllers
who have taken the opportunity to return home.
Figure 7: Age Profile — Air Traffic Control Group
Airservices EOP Headcount
Headcount
500
450
400
350
300
250
200
150
100
50
0

ATC Workforce Strategy
We have projected the ATC workforce demand for the next 5 years.
Broadly, we expect the demand for ATC will remain stable as much of
the projected increase in passenger numbers are being met through
the introduction of larger aircraft and do not lead to a direct increase
in ATC workload. However, we are expecting traffic growth to lead to
the introduction of new services and increased staffing levels in some
locations. The principal challenge is maintaining our staffing numbers
as the expected rate of retirement increases, from the very low numbers
historically, to match the number of resignations. The total number
is expected to rise to around 50–60 per annum (see Figure 8).
Our strategy to address this involves increasing our recruitment,
refining our training and improving our management of staff.
Employees (FTE)
Figure 8: Nett ATC attrition through retirement/resignation
400
350
300
250
200
150
100
50
0
To 08/09
To 10/11
To 12/13
Recruitment
Baseline Business — Total (Gap)
Planned Future — Total (Gap)
Our service provision model has traditionally been contingent upon
overtime to cover unplanned staff absence — this model must change.
We have now reviewed our staffing levels and will increase our
recruitment to better assure customer service levels.
Airservices has reshaped and streamlined the ATC recruitment process.
In particular, we have reviewed our recruitment selection tools to reflect
the changing nature of the air traffic controller’s job with the aim of
improving the proportion of recruits who graduate successfully.
Our overall target is to increase our recruitment and training capability to
build a workforce that will ensure robust service provision (see Figure 9).
We plan to recruit between 80 and 100 ab initio ATC trainees per annum
over the next 5 years, up from around 40 in previous years. In view of
the global shortage of air traffic controllers, we will not pursue further
recruitment of experienced international controllers, but will instead
focus on building our training capability within Australia.
Employees
Demand/Supply Figure 9: Demand/Supply Comparison for for Air Air Traffic Traffic Controllers
1400
1200
1000
800
600
400
200
0
07/08 To 08/09 To 09/10 To10/11 To 11/12
Fiscal Year
Baseline Business
Planned Future
Retirement/Resignations Recruitment
To 12/13
12 Airservices Australia — Our Commitment: Our People 2008–13

Training and development
Airservices recognises the value of investment
in our people, not only in individuals but in
the systems and tools that support
their ongoing development.
The evolution of Airservices Learning
Academy is the cornerstone of our
capability for developing our people. The
consolidation of our training into the Learning
Academy enables a consistent and focussed
approach to creating a sustainable, worldclass
workforce.
Airservices has recently acquired a $16 million
tower visual simulator and commenced a
multi-million dollar replacement program for
the en-route simulator. These tools provide
leading-edge capability to enhance the skills
of ATC staff.
A review of our training curriculum and
processes has commenced to ensure we are
gaining maximum value from our investment
in these new tools.
Work-life balance
Deploying our people in an efficient manner
will always require balancing work-life needs
with business needs. We’ve invested in new
rostering tools to help manage this process
and we intend to rollout this capability
nationally during 2008.
Together with new stand-by arrangements,
the rostering changes should reduce reliance
on over-time and help assure planned leave.
Jennifer Birdsall
Adam Watkin
2008 Chairman’s Award for Professional Excellence — Air Traffic Control (ATC)
Jennifer has worked in a number of positions since joining Airservices in 1994 including
time as an Air Traffic Controller. She is currently the manager of the National Operations
Centre and CTMS (Central Traffic Management System).
Jennifer has displayed an extraordinary commitment to improving the sequencing
and on time performance of flights through the development and implementation
of such tools as CTMS and ALOFT (A Long-Range Optimal Flow Tool).
Jennifer demonstrated dedication and leadership in aiming to provide best possible
service to airlines — her work in this area has contributed to significant fuel savings
and a reduction in aircraft emissions for our key customers.
“I am delighted to receive a Chairman’s award. For me this award is really
recognition of the tremendous work of my entire team here in the NOC.
I’ve been honoured to work with such a great team”
— Jennifer Birdsall.
Adam joined Airservices in 1985 as a Flight Data Coordinator. He now works as an
Air Traffic Controller for the Air Traffic Control unit.
Adam worked in his own time to prepare a one-off Data Link course for 8 Indonesian
controllers which involved extensive detail and simulation.
Recognised as a data-Link expert Adam also developed a data-link handbook and
continues to focus on improving Airservices use of technology.
“I enjoy the challenge of trying to provide the most efficient service to as many
aircraft as possible and I am proud to be recognised in a forum like this at least
in some part for my efforts in achieving this”
— Adam Watkins.
Airservices Australia — Our Commitment: Our People 2008–13 13

Career Management
We have developed an ATC Career Model to provide a broader
range of opportunities and development for our people.
We share the responsibility for career planning with our staff
and will give them the opportunity to undergo development that
will enhance their career paths, providing them with rewarding
and diverse opportunities both technically and professionally.
Previously, ATC careers tended to be limited to particular
professional specialisations. We are breaking down these
organisational barriers so that staff have options to develop across
all ATC skill sets. The ATC Career Model recognises that ATCs may
wish to move both laterally and vertically within the operational
areas, as well as into non-operational and management roles.
Over time, an individual’s aspirations may change and the
model is designed to accommodate changing preferences.
The ATC Career Model does not define specific career pathways
or impose prerequisites on specific roles; it is about identifying
opportunity for development and enhancement and creating
the environment in which ATCs can experience a broader
and more satisfying working life.
14 Airservices Australia — Our Commitment: Our People 2008–13

Retention
Over the past 12 months we’ve been working with our people to
further explore transition-to-retirement options. The existing early
retirement conditions need not be a barrier and we are developing
a range of employment options that can match employee and
business needs without losing valuable skills and experience.
We have also recognised the need for more flexible working
arrangements that allow our staff to better manage family and
community responsibilities.
Delivering our Organisational Leadership Model in ATC Group
The application of the Airservices leadership model within ATC is
critical to instilling a consistent approach to leadership within the
group, to align our processes and systems and to ensure we have
the right people for the role.
Our major focus of 2007 was to implement a group structure
more directly aligned to service delivery. While some aspects of
the implementation are continuing, we are on target to achieve a
structure that provides clearer lines of accountability and reduces
the number of management layers between line controllers and
senior management.
As part of the Airservices leadership initiatives, we are also
delivering management and leadership training, tailored to ATC
requirements, to our front-line ATC managers. This has already
provided visible benefits, with new managers more confident
and capable in their roles.
Staff forums identified inconsistent understanding of issues by both
managers and staff. In response, we are implementing initiatives to
improve communications within the organisation. We will ensure
that we are providing channels for clear communication, in both
directions, to ensure that important messages get through.
Airservices Australia — Our Commitment: Our People 2008–13 15

Case study: Brisbane Green RNP Trial
Airservices Australia has a long tradition of innovation and collaboration
to meet the needs of the aviation industry, particularly in the advancement
of safety, efficiency and the environment. In 2006, Airservices Australia
and Naverus Inc., in close collaboration with Qantas Airways and the
Civil Aviation Safety Authority of Australia (CASA), began work to
implement high precision, performance-based instrument approach
and departure procedures within Australia.
These procedures, based upon Required Navigation Performance
(RNP), are designed to take advantage of the sophisticated navigational
capability of modern aircraft. Initially implemented at terrain challenged
locations such as Juneau, Alaska, RNP approaches and departures are now
demonstrating real safety, efficiency and environmental benefits at a wide
range of airports where modern aircraft operate.
The rollout of RNP approach and departures is in progress for 15 airports
across Australia, including the milestone “Brisbane Green” project at
Brisbane International Airport. The Brisbane Green Project is a world-first
integration of Required Navigation Performance (RNP) approaches and
departures into a busy international airport. This trial was established to
determine the most effective way to integrate RNP at a busy international
airport supporting mixed (RNP and conventional) operations:
The objectives of the project were to:
• develop ATC and flight crew operating procedures;
• identify, measure and report the benefits and costs of RNP
to all stakeholders;
• identify, resolve and document issues and consequences; and
• gather a body of data to support the development by ICAO
of terminal area RNP separation standards.
The figure above shows the predictability
of RNP approach paths (green) by contrast
with the significant variation to flight path
for conventional procedures (red), which
lead to increased track miles and
controller workload.
In the first twelve months of the project, over 15,500 RNP procedures
were conducted, including more than 8,000 approaches. The results
included a 32,000 km reduction in distance flown on approach, saving
more than 200,000 kg of fuel and reducing carbon dioxide emissions
by an estimated 650,000 kg.
16 Airservices Australia — Our Commitment: Our People 2008–13

Aviation Rescue Fire Fighting Group
Aviation Rescue & Fire Fighting (ARFF) Group provides aviation
and structural fire fighting and rescue services to airlines in the
vicinity of aerodromes at 19 of Australia’s busiest airports.
At the major capital city locations, fire fighters operate in
a complex environment due to the high tempo of aircraft
movements, the broad range of aircraft types (from SAAB
turbo props to the new A380), the variety and size of buildings,
and the volume of passengers. The focus is on maintaining the
business continuity of airlines and airports through providing
a highly reliable and responsive service and being able to
handle multiple responses concurrently. In Sydney alone,
ARFF responded to some 1600 aircraft, first aid and building
alarms last year, as well as to a variety of hazardous material
spills and motor vehicle accidents.
ARFF Workforce
Our ARFF workforce consists of over 500 dedicated professional
aviation fire fighters, highly trained in public safety, fire fighting
operations and management. About 50% of our people are
located in the major capital city locations of Sydney, Melbourne,
Brisbane and Perth, with a further 25% in Adelaide, Darwin,
Coolangatta and Cairns. The nature of operations at the other
less busy but often remote airports around Australia provides
ARFF the flexibility to support the aviation industry and local
communities in a variety of ways not possible at the busier ports.
At Defence locations, such as Townsville, our people require
specialised knowledge and skills to manage the unique risks
associated with RAAF activities.
Our aviation fire fighters are supported by emergency vehicle
technicians who maintain a fleet of more than 75 specialised,
high-performance aviation fire vehicles, water rescue craft and
fire and emergency response equipment, ensuring we are
always ready to respond.
Airservices Australia — Our Commitment: Our People 2008–13 17

ARFF Recruitment and Training
Airservices has consistently attracted strong interest from
people wishing to pursue a career in aviation fire fighting,
in spite of the generally competitive labour market.
However, we are experiencing attraction challenges in
some regions. We have an ageing ARFF workforce and
younger age cohorts are under-represented when
compared with the Australian labour market.
The selection process to become a fire fighter includes
aptitude and behavioural assessments as well as physical
and functional testing to help us select recruits who
demonstrate the enthusiasm, competency and capability
to do the job.
The successful recruits embark on a comprehensive eight
week training program at our Learning Academy, aiming to
achieve the Certificate 2 in Public Safety (Fire Fighting and
Emergency Operations). Theory coupled with practical fire
suppression exercises introduces recruits to the serious side
of aviation rescue fire fighting. The course is both mentally
and physically gruelling, to prepare recruits for the challenges
they will face in the fire station.
On completion of Certificate 2, the new recruits are
introduced to their team and their Fire Commander begins
their familiarisation with the procedures and equipment
specific to their location. As our locations have varying
levels of complexity, it can take up to 2 years to attain the
Certificate 3 qualification to become a fully operational fire
fighter, able to undertake multiple tasks at the fire station.
Pete McMahon
2008 Chairman’s Award for Professional Excellence
— Aviation Rescue and Fire Fighting (ARFF)
Pete joined Airservices in February 2004 and is now a
Leading Aviation Fire Fighter within Airservices Aviation
Rescue and Fire Fighting (ARFF) service.
Pete has developed a computer program called PREP
that enables ARFF to gather information about a building
including storage of hazardous chemicals, location of fire
hydrants and emergency exits.
Pete’s work has the potential to revolutionise the
implementation of emergency management not
only for ARFF but also other fire services.
“I relish what I do at Airservices and get a great deal
of satisfaction out of knowing that my initiative and
enthusiasm is encouraged, not suppressed. Airservices
Australia has provided me with a great opportunity to
be successfully involved with many tasks over and
above my core duties”
— Pete McMahon.
18 Airservices Australia — Our Commitment: Our People 2008–13

ARFF Career Development
Figure 10: ARFF Staff Demographic Profile
Airservices ARFF EOP Headcount
Airservices offers a variety of opportunities for aviation
fire fighting career progression. After entering as a trainee
fire fighter, employees progress through the public safety
training qualifications and ranks of operational fire fighting
and officer responsibilities.
The ARFF career model offers many and varied opportunities
to advance in both operational and non-operational positions,
with the ultimate potential to reach the level of Superintendent
in the field.
We are also investigating opportunities to conduct more
specialised training in conjunction with Victorian state
emergency agencies.
Headcount
300
250
200
150
100
50
0

Workforce Challenges
Our two main areas of challenge over the next five years will be to meet
the growing demand for ARFF services and to manage the transition
and turnover of our officers.
With the introduction of larger category aircraft such as the A380, ARFF
operations in Sydney, Melbourne, Brisbane and Perth will be upgrading
to Category 10. Many regional ports, particularly in Western Australia and
Queensland, are experiencing significant growth in passenger numbers
and larger aircraft types, necessitating an increase in staff numbers.
Based on the growth in domestic and international aviation traffic, we
are planning to open a number of new services and facilitate category
upgrades at a number of our locations over the next five years. However,
we are mindful of high growth rates being experienced at a further six
locations which will be monitored closely during this period. The location
of current and potential new ARFF stations is shown in Figure 11.
Meeting this planned growth will involve increasing our operational
workforce by 60%, from around 550 today to approximately 900 in
2013, as well as significant investment in fire station infrastructure, fire
fighting trucks and equipment. Furthermore, our traditional recruitment
methodology and training capacity for trainee fire fighters will not
bridge the gap until 2013. Therefore, ARFF has introduced systematic
workforce planning coupled with new approaches to recruitment,
retention and training.
Figure 11: Location of our (current, planned and potential) ARFF services to 2012.
Darwin
Port Hedland
Karratha
Perth
Broome
Alice Springs
Ayers Rock
Adelaide
Albury
Cairns
Dubbo
Wagga Wagga
Launceston
Townsville
Proserpine
Hamilton Island
Mackay
Rockhampton
Hervey Bay
Maroochydore
Brisbane
Coolangatta
Ballina
Sydney
Canberra
Melbourne
Avalon
Hobart
Coffs Harbour
20 Airservices Australia — Our Commitment: Our People 2008–13

Maintaining our Officer workforce
Figure 12: Age Profile of Fire Fighters and Senior Officers
Around 50% of ARFF Officers are 50 years of age or over,
and nearly 20% are over 55 (see Figure 12).
We expect that 120 of our fire fighters and fire officers
will retire within the next five years. We have 133 officers
in our ranks today but will require at least an additional
56 officer positions within five years and will need to
replace about 60 who have indicated their intention
to retire.
Headcount
90
80
70
60
50
40
30
Therefore, it is imperative that we think creatively about
how to retain this important group of employees and
transfer their knowledge and experience to our younger
workforce. Importantly, most of the fire fighters who
intend to retire are also in the group qualified to
progress to the officer ranks.
20
10
0
40–44
Fire Fighters
45–49
50–54
Age (Years)
Officers
55–59
To address some of these issues, we have re-designed
our officer training program to fast track Certificate 4,
Diploma and Advanced Diploma qualifications based
on station needs, contingency and succession planning.
We are also progressing a strategy of lateral entry from
similar organisations for officer and fire fighting levels,
while continuing to recruit trainee fire fighters.
Should we do nothing to stem this surge in retirement,
our ARFF workforce will not meet the demands
placed upon it through attrition and business
growth, particularly in the officer ranks.
Airservices Australia — Our Commitment: Our People 2008–13 21

ARFF Workforce Plan
In order to forecast the future workforce demand, we
have estimated the likely timing for establishment of new
stations, as well as category upgrades for existing stations.
Our Workforce Plan separately identifies the evolving
requirements for recruits, fire fighters and fire officers over
the next 5 years. The demand for overall operational staff
is shown in Figure 13.
ARFF Workforce Strategy
In order to meet longer term demand, we are developing
and implementing a number of strategic workforce initiatives.
A key element in meeting future demand is to address the
current shortfall as quickly as possible. After that, the existing
recruitment and training rates will enable us to meet the
expected growth. In addition, we have also reviewed our
recruitment methodology and training program and have
increased the number of recruitment courses and our trainee
intake rates as well as enhancing our selection process.
Our revised recruitment methodology now has a targeted
attraction strategy, measures capability more effectively
and delivers recruits to training in a streamlined five week
selection process.
Our staffing projections are sensitive to industry developments
and as a result, we maintain strong communication channels
with airlines and airports to try to ensure we are able to adjust
to changing circumstances in a timely manner.
Officers
Figure 13: ARFF Officer Supply and Demand Forecasts to 2013
205
195
185
175
165
155
145
135
125
2008/2009
Potential Demand
Target Supply
2009/2010
2010/2011
Year
2011/2012
Planned Demand
‘Business as Usual’ Supply
2012/2013
As explained previously, the projected 60% growth in the
ARFF service over the next five years presents a particular
challenge in that a substantial portion of our fire officers
are expected to retire during this period. In order to address
this, we are implementing a targeted training program of
Advanced Diploma and Diploma qualifications in Public Safety
Management to accelerate the progression of fire fighters to
the officer rank (note: it is a mandatory requirement under the
regulations to hold these qualifications in order to execute
responsibility at officer rank).
As we increase the rate of promotions, we will maintain
the required growth in the number of fire fighters through
back-to-back recruitment training and certificate qualifications.
22 Airservices Australia — Our Commitment: Our People 2008–13

New ARFF service at Broome International
Broome International Airport (BIA) currently provides a
Level 2 Category 5 service. As the airport exceeded 350,000
passenger movements in 2006/07, Airservices is working
with BIA to take over responsibility for the provision of Level 1
Category 6 services, in accordance with CASR requirements,
in early 2008/09.
The service at Broome will be based initially in temporary
accommodation, making effective use of a hanger and sea
containers for additional space and for a Fire Control Centre.
Permanent facilities will be established in around two years,
once the necessary traffic levels are confirmed.
Airservices is also investigating opportunities to support
the airport through the delivery of first aid services and
fire safety training.
Broome received the first of its three ultra large fire vehicle
tenders on 13 April 2008. The temporary upgrade of the Fire
Station has begun, with the first block delivered and in place.
New equipment arrives every day, and the new Fire Station
is coming together quickly.
Station Commander Garry Browning is already in Broome, getting
the Station ready in preparation for ARFF Services to commence
operations in July 2008. He has found working in Broome very
different to life on any other ARFF Fire Station. Broome based
ARFF staff work 32 hours a week as fire fighters and an additional
6 hours a week in a variety of roles around the airport, including
baggage handling, security, training, and screening.
Airservices Australia — Our Commitment: Our People 2008–13 23

Technology and Asset Services Group
Technology and Asset Services (TAS) Group provides engineering,
consulting, project management, asset management and maintenance
services for Airservices Australia. They manage assets including the
network of air traffic management, surveillance, navigation and
communication systems that form the Airways System.
Safety is the prime focus of the group. TAS assures the integrity
of the Airways System and so ensures that Airservices’ operations
comply with regulatory and agreed quality standards. Its work
is also future-oriented: planning and implementing advanced
technology that will provide the platform for the next generation
of aviation services.
TAS Workforce
Currently, a workforce of over 700, with a broad range of skills
and highly-specialised knowledge, supports the Airways System.
116 systems located at over 1100 sites across Australia are managed,
often requiring continuity of service 24 hours a day, 7 days per week.
To provide this management, TAS staff are located at 22 locations
across Australia as shown in Figure 14.
Figure 14: Location of main Technology and Asset Services centres
Darwin
Cocos Island
Cairns
Townsville
Alice Springs
Charleville Mackay
Rockhampton
Oakey
Brisbane
Coolangatta
Perth
Adelaide
Tamworth
Dubbo
Wagga Wagga
Llandilo
Coffs Harbour
Sydney
Canberra
Melbourne
Launceston
24 Airservices Australia — Our Commitment: Our People 2008–13

TAS Demographics
The skills of the workforce reflect the system life cycle. The planning and integration activities call upon
engineering and other asset management staff; project delivery requires qualified project managers and
analysts as well as technical installation and drafting staff; system operations includes staff experienced in
monitoring and controlling systems while aviation and business systems and field assets are supported by
maintenance and IT staff with system specific skills and knowledge.
Our expertise is in the range of systems engineering, information and communications technology, radar,
radio, mechanical, electrical, and civil engineering disciplines. Figure 15 shows the distribution of staff by
employment category and average age. Figure 16 illustrates the high proportion of staff over 40 years of age.
Figure 15: TAS staff numbers and average age
Figure 16: TAS staff demographics
Headcount
350
300
250
200
150
100
50
0
48
ATS Support
Specialist
44
Project
Manager
48
Technical
Officer
43
Technology
Professional
60
50
40
30
20
10
0
Headcount
140
120
100
80
60
40
20
0
FTE (Head Count)
212530354045505560
Job Family
Av Age (Yrs)
ATS Support Specialist
Technical Officer & Trainee
Technology Professional
Trades & Trades Apprentice
Project Manager
Total
Airservices Australia — Our Commitment: Our People 2008–13 25

Workforce Challenges
Attracting suitably qualified engineering and technical staff is
always a significant challenge. The need for some of the current
skills will reduce as more reliable systems are introduced and
as the aviation industry moves to satellite based navigation.
Other legacy systems, however, will continue in service for
many years to come, even though the skills to support them
are no longer readily available in the market nor being taught
in the Australian tertiary education system.
Changing Demand
Delivery of the $760 million capital works program across
the next five years underpins the technology roadmap and
modernisation of the Airways System. This presents a large
project workload and significant resource demand upon the
project management, specialist engineering and front-line
maintenance staff, all requiring expertise in the specific
technology being developed.
Airservices is also planning for the TAS workforce of the
future, to deliver the range of skills and the numbers
required to support the combination of older and newer,
sophisticated systems. There is increasing focus on recruitment
and succession planning and skills enhancement is being
fast tracked.
Meeting these requirements is more challenging in the
current environment of heavy demand across most
Australian industries for engineering and technical staff.
26 Airservices Australia — Our Commitment: Our People 2008–13

Ageing Workforce
Many of our most experienced technical staff
have worked most of their careers in Airservices
and are now approaching retirement age.
There is an urgent need to develop staff to
take over from these people and to ensure
that the value of their corporate knowledge
and experience is not permanently lost.
TAS Workforce Plan
The pace of delivery of Airservices’ capital
program has more than doubled in the last
few years. We are planning to spend about
$115 million in 2007/08 and around $130–160
million in each of the next five years. However,
this should not create unmanageable demands
because most of our work is independent of the
capital program as it involves the maintenance
and management of our existing assets.
Further, the size of the required capital program
workforce is not strictly linked to the dollar
value of the capital projects. For example, a
portfolio of fewer larger projects will in general
necessitate proportionately less work in
planning, procurement, and implementation.
We will be able to deliver the planned capital
program with our existing workforce by focusing
our effort on the areas where our expertise
delivers the greatest value. In accordance with
detailed project by project risk assessment, we
will use external resources to deliver program
elements where contracting firms have specialist
skills or where the risks are manageable.
David Bargen
John Moores
2008 Chairman’s Award for Professional Excellence — Engineering
David Bargen and John Moores have each won a Chairman’s Award for developing
a detailed and structured TAS wide induction program for new starters.
The course enabled new starters to achieve the first level of technical certification within
8–12 weeks rather than the 6–12 months experienced under pre-existing arrangements.
They are now working to address TAS issues related to the broader industry skills
shortage, further contributing towards the future capability of Facilities Management
Services and TAS.
David joined Airservices in 1967 and has performed a number of roles within the
organisation. He currently works as a Technical Staff Development Coordinator within
the Technology and Asset Services (TAS) unit.
“John and I are extremely proud of the success we’re achieving in the induction and mentoring
of our new technical people, but we’re very much aware that this wouldn’t have happened
without the commitment and support we received from the whole organisation”
— David Bargen.
John joined Airservices in 1973 as has enjoyed postings all over Queensland.
He currently works as Technical Staff Development Coordinator within the
Technology and Asset Services (TAS) unit.
“For both David and I to be recognized with Chairman’s awards is not only an honour but
also very humbling. I feel very lucky to be part of something which I not only enjoy and
find immensely rewarding but also strongly believe is making a real contribution to the
future of Airservices Australia and the industry”
— John Moores.
Airservices Australia — Our Commitment: Our People 2008–13 27

TAS Workforce Strategy
Airservices is assessing and implementing a number of staffing
strategies to ensure continued support of assets in the future.
These strategies range from recruitment and training, to greater
support from equipment manufacturers, to the establishment of an
alliance with another maintenance company to provide a broader
workforce and skill base from which to draw the experts of the future.
Recruitment
We are addressing the challenges of our ageing workforce through
attracting, training and retaining young technical and engineering
recruits. For instance, we take on two to three apprentices each
year who are mentored by experienced tradesmen, and we have
increased our intake of technical trainees to eight per year, mostly
in the area of radio technology.
We have also revitalised our university graduate program, aiming
to attract eight engineers each year, who are rotated through
several placements in their first 12 months. The competition for
engineering skills is particularly evident. While we were successful
last year in attracting and retaining all eight engineers, this year
many of our candidates had also received other offers and we
were not able to fill the program. To address this, we are assessing
options to increase our engagement with engineering students
before they graduate, perhaps through work experience programs
or cadetships.
28 Airservices Australia — Our Commitment: Our People 2008–13

Training and Development
Airservices has a strong commitment to training
and development, especially in the operational
and technical areas. We are planning to boost our
development budget for 2008–09 by a factor of four,
to spend almost $2 million on enhancing skills and to
meet operational currency standards.
Retention and Succession Planning
Airservices’ excellent international reputation reflects
the outstanding contribution from our engineering
workforce, most of whom have accumulated enormous
experience over long careers with the organisation and
its predecessors. We are very conscious of the risks as
they approach retirement age and we are looking at
ways to tackle the problem.
Firstly, we are investigating opportunities to defer losing
access to their experience by facilitating graduated or
deferred retirement with flexible working arrangements,
as well as ways of offsetting the superannuation penalties
for remaining at work.
Secondly, we are developing initiatives to reduce the loss
of corporate knowledge when staff do leave. One set of
initiatives involve creating the opportunity for the senior
technical staff to transfer knowledge to younger staff, for
instance through induction workshops and mentoring.
In some areas, we may also be able to capture their years
of tacit experience into “expert knowledge management
systems” to help support others still learning the ropes.
Airservices Australia — Our Commitment: Our People 2008–13 29

Case Study: The ADS-B Network
Automatic Dependent Surveillance-Broadcast
(ADS-B) is a cooperative surveillance technique
for air traffic control and related applications.
An ADS-B-out equipped aircraft determines its
own position using a global navigation satellite
system and periodically broadcasts this position and
other relevant information to air traffic control and
other aircraft fitted with the required equipment.
Australia, is now leading the deployment of
ADS-B because it offers an affordable way to
provide aircraft surveillance across our large,
sparsely populated continent.
Airservices is working with Australia’s neighbours to
share ADS-B data, to build a surveillance picture of
aircraft as they travel across the region. This will improve
safety and efficiency at significantly less cost than radar.
Combined ADS-B and radar coverage over the continent
at an altitude of 30,000 feet. Green represents ADS-B,
orange represents radar.
30 Airservices Australia — Our Commitment: Our People 2008–13
TAS is responsible for deploying ADS-B receivers at
locations across the country, co-sited with existing air
to ground voice communication outlets. Eleven of the
initial 28 ground stations are now operating and more
than 50% of international flights over Australia receive
the service. Some of these sites are very remote and
some are dependent on solar power and satellite
data links. The system design and deployment task
involves ensuring that relevant infrastructure such as
buildings, towers, power and telecommunications are
available to connect these stations to our air traffic
control (ATC) systems.
The systems are specified and tested to ensure that
they are safe to use for air traffic control. Our project
management and systems engineering ensures that
the integration of software, aircraft equipment, ATC
procedures, safety assurance, regulator rulemaking and
actual deployment all coincide to achieve the required
operational status. Our maintenance staff will then
provide ongoing support to ensure that the service
has high availability and integrity.

Airservices’ People Strategy
Airservices’ strategic plan has identified our three
key areas of challenge for the next five years as:
• Delivering excellent core performance;
• Building a high achieving organisation; and
• Delivering the future.
The preceding overview of our operational areas
has confirmed the importance of developing and
sustaining our skilled workforce to delivering excellent
core performance and delivering the future. Of course,
with the current global competition for talent, we
need to demonstrate that we are a high achieving
organisation in order to attract and retain that
skilled workforce.
A number of initiatives are in place or under
development to make Airservices “a great place
to work”. Our annual Employee Opinion Survey will
give us regular feedback on how our employees rate
our progress. For instance, we have launched an
Employee Recognition Program, which provides formal
recognition avenues for exceptional contributions to
the organisation and community through managers,
the CEO and the Chairman. An Employee Benefits
Package has also been developed that includes a
number of benefits for staff, focused on health and
work/life balance. The package includes access to
discount health insurance, subsidised gym
membership and work based child care.
More than just the numbers
Our discussion of our workforce plan has necessarily
focused on the numbers of staff we need to deliver
our current and future services. In this section, we will
outline the range of initiatives that will allow our people
to achieve their full potential and contribute to making
Airservices a great place to work. Together, this involves
building people systems, practices and developing a
culture of achievement.
Airservices Australia — Our Commitment: Our People 2008–13 31

The Requisite Organisation
The journey to build a high achieving
organisation began in earnest with the start
of the business remake in 2005.
Airservices made a decision at this time to adopt
the principles of the requisite organisation in
order to build a high achieving organisation and
create an organisational environment offering
clear structure and processes. The model provides
a framework to allow people to work together
in an honest and straightforward manner,
utilising their personal capabilities to the full
and contributing to the successful functioning
of the business.
The definition of a requisite organisation is “doing
business with efficiency and competitiveness,
and the release of human imagination, trust and
satisfaction in work”. 11 The requisite principles
guide our approach to all of our people initiatives,
most noticeably our leadership development
program and supporting people systems.
Airservices’ Leadership Program
Airservices has implemented a leadership
development program known as “Leaders
Leading”, which continues to be rolled out across
the organisation. To date, the Leaders Leading
program has been delivered to the top three
levels of management, and is currently focusing
on the front-line operational managers.
The leadership program is underpinned by a
leadership model which supports improved
performance of the individual and their team.
11 Jacques, Elliot, “Requisite Organization”, Cason Hall & Co, USA, 2006
32 Airservices Australia — Our Commitment: Our People 2008–13

Design of New People Systems
An important component of the business
remake is the development and implementation
of new people systems that encourage and
support strong leadership and manager
employee relationships that are based on trust
and honesty. We will outline the new people
systems below, as well as those scheduled for
design and implementation over the
next financial year.
Employee Induction
Alastair Hodgson, General Manager TAS with new recruits
A robust employee induction program is currently
under development. The purpose of this program
is to provide new employees with the necessary
business context they require to undertake their
roles effectively. The program will include an
overview of the organisation’s structure, core
business imperatives, policies and processes
and the leadership principles. It is anticipated
that the induction program will be implemented
during the 2008/09 business cycle.
Airservices Australia — Our Commitment: Our People 2008–13 33

Performance Management
For employees to fulfil the requirements of their role and gauge
their progress, they must have a clear understanding of their
performance objectives, the expectations of their manager, and
a formal review and feedback mechanism. The management
group has an established work performance system which has
been expanded to cover non-management employees and will
be implemented in July 2008.
Airservices is committed to supporting employees with
genuine illness and caring responsibilities which may result in
unscheduled absences from the workplace. Workplace absence,
however, has a negative impact on Airservices’ ability to deliver
services to its customers, particularly when absence levels are
unacceptably high.
Over the coming year, we plan to build a positive attendance
culture within Airservices that will help minimise unscheduled
absence rates. The new approach will provide managers with
both formal and informal processes for dealing with attendance
related matters in a fair, consistent and supportive manner.
Adam Martens
2008 Chairman’s Award for Professional Excellence
— Safety
Adam joined Airservices in January 1990 and
works as a Safety Programs Specialist within
Safety Management.
Adam was responsible for developing the Daily
Operations Safety report which has become a
major component of Airservices monitoring and
management of safety and customer relations.
“It is an honour to have been nominated and
ultimately chosen to receive an inaugural
Chairman’s Award”
— Adam Martens.
34 Airservices Australia — Our Commitment: Our People 2008–13

Career Development
A high achieving organisation relies on high
achieving people. McKinsey, in their report on
“The War on Talent” 12 estimate that “A” players —
the best 20 percent or so of managers — raise
operational productivity, profit and sales revenue
by around 50 percent compared to average
performers. This, combined with the increasing
shortage of talent and increased competition for
it, makes managing talent an important piece of
our people strategy. Our focus to date has been
on the senior managers. We have managed this
historically through succession planning (initially
for Chief Executive Officer, General Manager and
other critical positions), and career development
for senior managers, and have now designed a
Career Development System for all employees.
This system provides a framework for the
organisation to identify and develop future
capability and will be implemented in
the 2008/09 business cycle.
Management Essentials
We have developed a Management Essentials
program to provide our managers with the
additional tools and skills they require to take
the leadership concepts and apply them in a
practical sense to the way they work.
This program places greater emphasis on people
management and business acumen with the
aim of improving business performance
and productivity. It also provides closer
links to the career development system.
12 The McKinsey Quarterly: The Online Journal of McKinsey & Co.,
“The War on Talent, Part 2”, 2001
Airservices Australia — Our Commitment: Our People 2008–13 35

We will make a difference
We understand that assuring delivery of an
affordable, quality service is crucial to the aviation
industry and the travelling public.
We have laid out our challenges in the employment
environment and in our operational workforce.
Airservices has a professional and innovative
approach to addressing those challenges over
the next five years. However, we can only achieve
our goals by attracting and retaining the best
talent — and making Airservices a great
place to work.
This means a commitment to listening to our
people and making changes to things that
matter to them — like training and development,
work/life balance, flexible working arrangements,
and career management.
36 Airservices Australia — Our Commitment: Our People 2008–13

Vicki Huggins
2008 Special CEO Commendation Award
Vicki joined Airservices in 1990 and has performed a number
of roles within the organisation. Currently she works as a
Public Affairs Advisor within Corporate Affairs.
Vicki has made tireless contributions to the community
including being an integral part of the NFP volunteer
Fearless Flyers Incorpoated program which is aimed at
assisting people to overcome their fear of flying.
Vicki has frequently gone above and beyond during
her 17 years at Airservices to promote the profile of
the organisation. Her efforts also earned her an
Australia Day Achievement Medallion in 2006.
“I am very honoured to be recognised with the 2008 Special
CEO Commendation Award. For me, life is about making a
difference. My work at Airservices enables me to contribute,
interact and be inspired by my colleagues and especially those
people courageous enough to overcome their fear of flying”.
— Vicki Huggins.

Our commitment to our people will make a difference —
improving services across industry and to the community
For more information on Airservices Australia, please visit our web site:
www.airservicesaustralia.com
airspace | airside | AIRSERVICES AUSTRALIA