Engagement and Communication
Many different engagement programmes were run throughout the year. Below are some highlights from 2014:
To find out our stakeholders’ views on sustainability and the company, a series of surveys and interviews were conducted with external and internal stakeholder groups between November 2013 and June 2014, including an online survey that involved over 500 staff. This comprehensive exercise was conducted to form a baseline and set of metrics that would be comparable to future engagement, as well as produce findings that would be actionable.
This staff survey showed that overall, almost half of the participants believed that sustainable development mattered to the company and they tried to integrate it as part of their job, with another third feeling that they were not well-informed enough about the issues but would like to learn more. More details of the engagement exercise can be found in our Stakeholder Engagement and Issues Materiality Factsheet.
The company also carried out an Alignment and Engagement Survey (the “People Survey”), where over 6,800 ground staff from Hong Kong and the outports completed the survey. A further 7,887 front-line staff answered 20 questions relating to engagement as part of their own climate surveys. Over 3,000 comments were made on the open-ended questions.
The responses of this survey were generally positive. Most people were proud to be working for the company and keen to make the business successful. The 2014 survey showed a number of issues that needed to be addressed. These included better communication of the company strategy and regular progress reports; better communication of the information technology (IT) strategy and why it was necessary to spend on modern infrastructure and new systems; and how to recognise, reward and retain high-performing staff.
We maintained a number of communication channels with our pilots to provide both technical and personal support, as well as information dissemination. These included forums and auditorium sessions. In addition, the Flight Operations Department conducted the first survey among the flight crew community, which would pave the way for a larger long-term engagement strategy.
Cathay Pacific continued negotiations with the Hong Kong Aircrew Officers Association (HKAOA) on various matters. In Australia, we continued working towards our first Enterprise Agreement. At Dragonair, work continued in a positive and meaningful dialogue with various agreements being signed with our Dragonair Pilots Association. On the pay front, a three-year deal for our cockpit crew was signed following our discussions with the Union. Our crew member representatives worked closely with Dragonair on different Committees to provide feedback on various fronts, including meal selections, hotels, rostering and scheduling.
In 2014, surveys for all staff groups were restructured and consolidated into the company’s Alignment and Engagement Survey, into which the cabin crew-specific survey was also integrated. More than 4,000 cabin crew, which comprised 43% of the crew community, responded to the Engagement questions. Reward and recognition, work conditions and roster-related issues have been identified as areas for the management team to look into.
In recognition of our large and expanding inflight team and increasingly complex service environment, we continued with a number of ongoing initiatives with the aim of meeting crew requirements and to better cater for their needs. These include support in the areas of lifestyle and rostering, on the job support and recognition.
The Dragonair Cabin Crew Engagement Survey was conducted in 2014 to find out what our cabin crew thought about their work. In particular, we sought comments on areas such as annual leave, flying options and career development opportunities.
To facilitate communication and engagement, Dragonair also hosted regular crew forums and appreciation dinners both in Hong Kong and Shanghai.
A monthly Rostering Focus Group was set up in 2014 where crew can discuss roster issues freely. In addition to helping the company better support our crew and allowing group members to gain a better understanding of crew rostering functions, the focus group also provided management with insights into the crew community’s diverse thoughts on this issue.
A total of 1,606 flight crew, cabin crew and ground staff in both Cathay Pacific and Dragonair were recruited in 2014 to support the expansion of our business. This included 386 new joiners to the Dragonair cabin crew team, which was a record high since the establishment of the airline in 1985.
This year, Cathay Pacific started our first IT Graduate Trainee programme with 10 graduates chosen from more than 450 applicants. They are going through the two-year programme developing IT skills and receiving mentorship from leading IT professionals.
Training and Development
In 2014, induction training was conducted with 1,109 new Cathay Pacific cabin crew recruits, and more than 700 cabin crew went through promotion training. Throughout the year, over 200 refresher training classes on Disability Awareness and Occupational Health and Safety were conducted for all cabin crew. We also provided a series of workshops for voluntary personal development.
To ensure our crew is well-prepared for the new aircraft retrofits, the A33R and A320 mock ups were refurbished for Dragonair in 2013 and 2014. The inflight service mock up cabins were upgraded with new seats, communication systems and onboard facilities.
In 2014, 30 new mentors participated in the Dragonair Mentor Development Workshop with a vision of becoming an effective mentor for their cabin crew peers. In addition to mindset and skills-in-career mentoring, the workshop also provided techniques in exploring life interest, overcoming stress and communicating with different generations. More than 120 mentees benefited from the programme this year.