Towards a learning organization

What can we see happening?

The integration into a single civil-military ATM organization, the implementation of solutions from SESAR, the growing use of drones, the use of big data for improved performance, the trend towards a more sustainable relationship with the planet we live on, the demand to have sufficient air traffic controllers available, the ageing workforce in our organization: we face a wide range of challenges. It is key for a public organization such as LVNL to keep in contact with the outside world and be able to manoeuvre and respond to all relevant (technological) trends and developments. This is how we will create value for our customers and the residents. To that end, it is key to constantly develop our employees: we use education, training, inflow and displacement to ensure that we find the right people for the right positions in our workforce. We must continue to commit to being a learning organization so we can retain and attract talented professionals.

Core message: To ensure an agile response to (technological) trends and developments, we will continue to commit to being a learning organization in order to create value for the Netherlands and our customers and partners.

What are our goals and how do we intend to achieve them?

Focus on the development and promotion of employees and management

Our aim is for LVNL employees to develop based on the core values: together, open, results-oriented and responsible. In order to create value for our customers and the local community, innovation will be increasingly integrated into the LVNL DNA. That places greater demands on employees, but also on their managers, who are expected to lead by example. What are we doing to reach this sub-goal?

• Human Resources is working with managers to identify the talents we already have in our workforce, how we can facilitate continued talent development and promotion / displacement, and what talents we will need to attract to complement our workforce.
• Supervisors and managers regularly talk to employees; employees are expected to seize opportunities to invest in themselves.
• We continue to pay attention to the development of managers based on our purpose-driven approach.
• Through an employee purpose program, we will focus on employee development based on the core values.
• We support employees of all ages in remaining optimally employable throughout their working life.
• The technological innovations ahead of us will require a different skill set from our employees in a number of areas. We will collectively work towards developing those skills with employees from all departments.
• We will cooperate beyond individual departments to a much greater extent in order to achieve improvements, using Agile, Scrum and LEAN methods to achieve improvements.
• We are increasingly shifting our focus to the outside world: we continue to keep in contact with the local community, customers and other stakeholders to learn about their expectations and preferences.

Core message: We continue to focus on the development and promotion of employees and management to accelerate technological innovation.

Safeguarding the deployment and intake of air traffic controllers

It takes a long time to educate air traffic controllers, which is why their efficient, effective and long-term employability is our highest priority. It is not just about being able to do a good job in operations here at LVNL. Our operational knowledge is also essential to accelerate the innovation cycle. That is why we are working on new ways to recruit, select and educate prospective air traffic controllers in order to increase the intake. What tangible steps are we taking?

• An individual career path and competency program for air traffic controllers.
• Updating and automating scheduling and timetabling systems.
• Streamlining the human role in the ATM system.
• Modernizing training techniques and systems.
• Continuing the rollout of function-based training and improving the coaching and training culture.
• Trials with outsourcing part of the training.
• Within the context of “One ATM Academy”, we are working with the military to explore options for innovative training and education methods.

Core message: We will continue to focus on safeguarding the deployment and intake of air traffic controllers in the next years to guarantee continuity of service and accelerate the implementation of new technology.

Proceed to: 'Strengthening our role in the chain'