Our people
Our people
We currently employ 2,088 people at Gatwick, just under 10% of the airport workforce. Our success is down to our people, and we need to keep building on this so that we always have a talented and committed workforce. Coaching, communicating clearly and involving our employees in improving our business will help make Gatwick a great place to work for everyone.
Our approach
Our approach is to attract and retain people by making sure that they:
- are rewarded for the work they do, with a combination of salary and eligibility for an annual bonus
- are encouraged to increase their skills through learning and development have equal opportunities and can work here free from any bullying or harassment
- feel part of a team and are proud to work at Gatwick.
We have a range of policies to support this approach, and we provide training for managers so that they are able to implement these fairly and effectively. Our Employee Assistance Service provide a free helpline run by a specialist organisation to support people in need of advice – either personal or professional; and our occupational health service provides a comprehensive range of assessments, absence management and health awareness programmes.
To support learning and development, the BAA virtual university (Uni) has a wide curriculum of popular courses that people can attend, depending on their particular development needs. We operate a talent assessment and development scheme where additional development is available for people showing a high potential across different levels of the organisation. Much of the development of our people is through coaching by line managers providing on-the-job opportunities for learning and taking on new responsibilities.
Employee engagement is critical – this means making sure we have good channels of communication within the company so that people know what’s going on, are able to contribute and influence, and are kept up to date with company issues that affect them or are reported in the media. We conduct an annual employee survey to help us understand their issues, and we act on its results, for example we made a commitment in 2007 to improve the way we communicate and engage with employees as a result of feedback from the survey.