Singapore Airlines 2006 Annual Report Download - page 26

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24
Singapore Airlines Annual Report 05/06
OPERATING
REVIEW
DEVELOPING OUR PEOPLE
The Airline implemented initiatives in
human resources management and
people development in the review
period to strengthen the competencies
and capabilities of its people.
A new enterprise learning system
was developed to foster and support
a continuous learning culture in the
Airline.
In addition, a Corporate Learning
Centre (CLC) was established to
consolidate and promote sharing of
the many resources and facilities across
the various training departments. The
aim is to encourage the spread of best
practices, learning opportunities and
knowledge across the Airline. CLC
will also provide impetus to develop
effective e-learning and foster
a culture of sharing and learning
between staff.
During the fi nancial year in review,
the Airline began negotiations for
a new set of Profi t Sharing Bonus
formulae with all fi ve unions in the
Singapore Airlines Group. This new
Profi t Sharing Bonus framework
features a gradual de-linking of bonus
payout for subsidiary companies from
the performance of the Singapore
Airlines Group. Part of the payout
is to be linked to the individual
company’s performance, represented
by various key performance
indicators. The aim is to motivate
each individual company to be more
cost-competitive, and to expand its
third-party business.
In line with the focus on performance
and productivity, the Performance
Management System was fi ne-tuned
to further improve the employee
appraisal process.
The Airline’s fi rst Organisational
Climate Survey in recent times was
conducted in September 2005 to
serve as another communication
channel for management to identify
the needs and concerns of staff. The
survey sought views on various issues
such as Company image, employee
engagement, communication, training
and development, organisational
change, working relationships,
management and supervision, and pay
and benefi ts. Open to all Singapore-
based staff to participate on a voluntary
basis, the survey received a credible
response rate of 57 percent.
With more than half of the respondents
having positive views of the areas
surveyed, the results tell of an
organisation where employees look
to the future with optimism and
confi dence, despite the uncertainties
of a rapidly changing business
environment. Action plans have been
drawn up to address the feedback
collected. A number of areas require
attention, and work is underway to
address them.
By 31 March 2006, the staff strength of
Singapore Airlines Group was 28,343;
an increase of 0.7 percent over the
previous year. 13,770 (48.6 percent)
were employed by the Airline, with
6,757 being cabin crew and 2,089
being pilots.