Leadership development
Leadership was a significant priority during the year. We have developed a number of programmes to improve the capability and performance of our leaders. These included a one-day programme for all managers, called ‘Leading the Business’, which focused on the challenges of managing change, engaging employees and delivering results to support our business strategy. As a result of this programme, a leadership website has been developed which provides information and training materials to help managers with all aspects of their roles.
Other development programmes included a three-day ‘Leadership Matters’ programme aimed at developing world-class leaders throughout the airline including our pilot and cabin crew communities.
There will be increased focus on talent and leadership development over the coming year as we build the capability we need for growth.
British Airways values
We have defined our corporate values as part of the business planning process. All training programmes now contain a module which helps customer service colleagues understand how they can demonstrate commitment to our values in the work they do. Our recruitment processes have been redesigned to make sure we select people who can clearly demonstrate these essential values.
Employee relations
During the year, we consolidated our UK operations in six regional airports, and transferred ground roles to third-party ground handlers. This affected some 1,000 employees. Those affected were helped to find alternative employment both inside and outside the airline.
As part of our transition to Terminal 5, a work practice and technology change agreement was reached in early 2007 for our customer service and ramp employees. Following this, the Terminal 5 change programme entered its implementation phase.
Since May 2007, we have held 113 full day, change implementation forums with employees represented by trades unions. As a result, a further 55 key implementation agreements were completed delivering extensive change to working practices, industrial agreements, operational processes and support systems in readiness for the consolidation of our operations in Terminal 5. As Terminal 5 comes into full operation, we are committed to working closely with the trades unions in this next phase.
A new system of performance pay has been implemented in our Heathrow terminals, linking pay to performance across many job functions.
Following the threatened cabin crew strike of early 2007, we committed ourselves to a fresh start. Since then we have continued to implement the settlement that was reached and to develop a better relationship with our cabin crew trades union.
Within Flight Operations, we have agreed radical changes with the trades union in a far-reaching agreement on work coverage. This has involved changes to rostering rules, work bidding practices, overtime payments and reserve establishment.
In early 2008 the pilots’ union, BALPA, balloted its members for strike action over our plans to set up a new subsidiary, OpenSkies, flying between continental Europe and the US. We notified BALPA that we thought strike action would be unlawful, and BALPA did not call a strike. Instead it issued legal proceedings against British Airways in the High Court to clarify the position. A trial will start on May 19, 2008.
Our Industrial Relations Change Programme is continuing. This brings together trades union representatives and managers in specific training and action planning events, to help us find ways to solve problems together and involve colleagues across the business.
Baggage and loading staff have completed their manual handling training with cabin crew, flight crew, engineering and cargo scheduled to start training later in the year. Each training programme will focus on risks associated with the specific roles and we will do a root cause analysis with employees who report an injury.