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Performance

People Performance

Create a thriving purpose and values-led organisation.

KPI Results

2019-20 Result2020-21 Result2021-22 Target12021-22 Result
Total Recordable Injury Frequency Rate (TRIFR)
Total Recordable Injury Frequency Rate is defined as occurrences per million hours worked, resulting in an injury that requires either or both, medical treatment from a legally qualified medical practitioner; or a person to be absent for any complete day or shift, subsequent to the day upon which the injury occurred.		Measure
transitioned
from Lost
Time Injury
Frequency Rate		Measure
transitioned
from Lost
Time Injury
Frequency Rate		<4.58.5
Employee Engagement
Employee Engagement score reflects employee satisfaction with the statement "I am happy working at Airservices" expressed as a percentage.		Independent
Review		60%2>6068

  1. Source: Airservices 2021-22 Corporate Plan, page 17.
  2. Launch of new Continuous Feedback platform (Glint) in October 2020.

 

Analysis

We continue to focus and drive a safe always culture across our organisation. Our Leaders are fully committed to providing a safe working environment and as such our TRIFR performance was unacceptable for the financial year. There were several factors contributing to the TRIFR result, including injuries resulting from operational physical training of our Aviation Rescue Fire Fighters and ergonomic-related injuries amongst our employees working from home. Initiatives to proactively manage these occurrences have commenced, while we continue to promote injury management and early intervention action.

These include:

  • significant improvements in supporting the health and fitness of our Aviation Rescue Fire Fighters
  • review and take action to improve our safety capability and our safety culture at all levels of the organisation
  • improve how we communicate and consult on how to reduce risks
  • a significant focus on mental health and wellbeing and supporting flexible work
  • improve the way in which we manage workplace injuries when they do occur.

We transitioned from measuring Lost Time Injury Frequency Rate to Total Recordable Injury Frequency Rate as our people safety performance indicator as it provides a more comprehensive indication of impact on our people and better facilitates cross-organisational benchmarking.

We remain focused on building a high-performance culture and have continued to progress on all our commitments following the Review of Culture at Airservices Australia by Elizabeth Broderick in 2020.

Last year, we transitioned to a quarterly staff engagement survey to enable more regular insights into our workplace environment and culture. The above-target result for employee engagement reflects our leaders’ focus on sustaining a positive culture in our workplace. We have seen significant improvements in many areas of our People Engagement Survey results, including areas such as “Speak my mind”, “Safety” and “Wellbeing”.

Case Study

Supporting our industry and the next generation

We’re committed to supporting our industry and the next generation of aviation enthusiasts. Since 2019, we have proudly offered professional development training and commercial and recreational flying scholarships. We also sponsor many careers events and expos to support the broader aviation industry.

In 2021-22, we proudly sponsored and funded:

  • Recreational Aviation Australia – 10 flight training scholarships for young pilots
  • Royal Federation of Aero Clubs of Australia – 2 scholarships for aviation students
  • Royal Aeronautical Society (RAeS) – Corporate partner sponsor
  • Civil Aviation Historical Society and Airways Museum (CAHS) – Corporate sponsor
  • Australian Women Pilots Association (AWPA) – 4 scholarships for women
  • Aviation Aerospace Australia – 10 student tickets to a social event

In April 2022, student pilot, Lorenzo Benedetto, was a recipient of a $7,700 Airservices-funded scholarship through the Royal Federation of Aero Clubs of Australia. Lorenzo used the scholarship to be one step closer to his dream of becoming a flight instructor and upgrading his private licence to a commercial licence.

“The scholarship is fantastic – one of the most expensive parts about flying is all the lessons – and because I’m going into the commercial realm, I have to fly bigger and more complex aircraft – I’m now flying in a 4-seater with retractable landing gear,” Lorenzo said.

“I grew up in Gladstone near the airport – I’ve always wanted to fly. I’ve got about 3 years to go before I can start teaching lessons.

“The Airservices scholarship money
  has helped phenomenally.”

Lorenzo Benedetto, Student Pilot

Outcomes Achieved

PEOPLE INITIATIVES ACHIEVEMENTSACHIEVEMENTS
Realigned Operating Model Efficiency Improvements
Redesign our operating model to create an efficient customer value chain while driving the right behaviours and culture across the organisation.
  • We introduced several new ways of working across the organisation to improve leadership alignment in delivering customer outcomes, including implementing an integrated planning process, introducing Quarterly Business Reviews (QBR) and kicking off the back office enabling digital transformation.

  • Established a Strategy Execution Office (SEO) capability to enable our transformation and help us develop, sequence, and deliver the outcomes from our comprehensive change program over the next number of years.
    		•
    Aligned Values, Leadership and Behaviours
    Deliver actions in response to the recommendations from the Review of Culture at Airservices Australia, and enhance leadership to build a foundation of trust, care and accountability.
  • We completed a Post Implementation Review (PIR) of Safe Place, a recommendation of the Review of Culture at Airservices Australia by Elizabeth Broderick. Safe Place provides essential psychological, wellbeing and investigative support to all Airservices employees.

  • We have delivered a number of leadership talent activities, including expanding the Lifestyles Inventory (LSI) 360-degree leadership program, which has now been delivered to 159 of our frontline leaders, with results and feedback delivered for action.

  • We continued to prioritise the delivery of Inclusive Facilities, such as parent and reflection rooms, at 18 sites across Australia. Further tranches of work focused on change rooms to be completed by the end of Q4 2022-23.

  • We have launched our Peer Support Program (PSP) / Peer Assistance Network. PSP is highly effective in the aviation sector globally and encapsulates social, emotional, occupational, health and personal peer to peer support. We have partnered with an external provider to pilot groups of operational ARFFS and ATC team members over the next 12 months.
    		•
    Aligned Strategic Workforce and Talent
    Develop a sustainable strategic workforce planning approach/framework, and identify ongoing skill and capability requirements (skills, culture, mindset).
  • We implemented a refreshed Air Traffic Controller attraction and selection strategy, with new candidates already progressing through the selection process.

  • We matched our services to customer needs throughout the pandemic by implementing a Retirement Incentive Scheme (RIS). With traffic returning we are optimising our workforce plan and training pipeline to match the needs of our customers.

  • We have made significant improvement in diversity metrics and intakes, broadening our employee base.

  • We have welcomed 65 new air traffic controllers and 24 fire fighters throughout the year, bringing new and increasingly diverse talent into our service delivery teams.
    		•

    Case Study

    Career for the Future

    We’re building a stronger aviation industry for our customers and the community by recruiting new aviation rescue fire fighters and air traffic controllers across the country. Meet 2 recruits who have joined Airservices.

    Rachel Arnold
    Aviation Rescue Fire Fighter Recruit RC96

    A former regional flight attendant for 10 years, Rachel sought a new and exciting aviation career after having kids.

    “When I was a flight attendant flying around in the little Saab 340 aircraft in Adelaide, I looked out the window one day and saw the ARFF doing their drills – and from that day on, I decided I was sitting in the wrong seat. I did my research and found out that this career has so much more to offer than the everyday job,” Rachel said.

    Rachel soon after joined the RC96 group. “I found my ARFF training incredibly challenging but rewarding at the same time. I feel so proud waking up every morning and putting on the ARFF uniform.”

    Kristian Palich
    Air Traffic Controller Trainee

    “Becoming an air traffic controller is my dream job. I’ve loved aviation since the age of 3, when my dad used to take me to see the small planes and gliders at the local airstrip,” Kristian said.

    Kristian has had to overcome COVID-19 training delays – along with the added stress of raising a young family – to reach the stage of transitioning from field training into the busy and complex operational environment at Sydney Kingsford Smith International Airport.

    “Everyone in my training group was improving so much, week-by-week – for me, this was the major driver that kept pushing me forward amid all the hard work.”

    He says passion, determination and the ability to conquer self-doubt are vital attributes on the rewarding journey to becoming an air traffic controller.