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Human resources

Isavia’s human resources

Isavia endeavours to be a popular and progressive workplace. The main aim of Isavia’s human resources policy is to promote general job satisfaction, good morale and exceptional service. Isavia’s values – service, co-operation and safety – are reflected in the focus areas which form the foundation of Isavia’s human resources operations. Isavia and its subsidiaries employ a diverse group of employees at various workplaces across the country. At the end of 2020, Isavia employed 968 people, 35% of whom were women and 64% men. The average age of employees is 44 years, and the average length of service is 10 years.

In 2020, considerable changes were made to the operations of Isavia and its subsidiaries. The Covid-19 pandemic has brought about a targeted response and required new ways of keeping operations going. Isavia Emergency and Crisis Coordination has been running throughout the pandemic, working on ways to ensure operational safety at airports and employee welfare via infection prevention measures and constant information provision. Stringent infection prevention requirements have been laid down, and the infection prevention rules set by the public authorities have been followed. Employees were required to wear facemasks in passenger areas and whenever near passengers, and physical distancing rules were laid down. Shift groups were separated to ensure physical distancing and limit contact between them.

Employee numbers fell significantly owing to the sharp decrease in passenger numbers over the year. This decrease mainly affected front-line employees whose work directly depends on passenger numbers. Isavia was very keen to look after its employees and protect jobs as far as possible, with the ultimate goal of being ready for when activity and passenger numbers increased again.

Management faced new challenges linked to managing employees working at home, finding ways to keep projects going and motivating their employees in changeable and demanding circumstances. The need for teleworking was addressed by the introduction of Teams, in order to support office employees and enable them to continue their work unhindered away from their workplace. Employees were offered an online course on the main functions and actions available in Teams. Office employees spent most of the year working at home. Workplace was introduced last year to support operations and to better connect employees in these new circumstances.

Our people

- Implementation of Workplace

Guðrún Steinsdóttir

Guðrún H. Steinsdóttir

Project manager - Digital development & Information technology

How has the implementation of Workplace proceeded?
The implementation of Workplace exceeded expectations, especially with most employees working from home due to Covid-19. New ways had to be found to introduce to employees, which are stationed all over the country, to what was to come and to build up a certain excitement.

Visits were made to all employees with information about Workplace. Everyone got a little gift from Omnom Chocolate Reykjavik which brought some joy. The project received support from managers who welcomed Workplace and they have been active in contributing to the Workplace ambience. The participation of management is key to a successful implementation. Over 95% of employees had signed up on Workplace in the first few days.

What else was done to ensure a successful implementation?
The Torchbearers of Workplace from all units had a big part in securing this success. They got the advantage of logging into Workplace before everyone else, to set the mood, before all employees formally got the invite in October. A landing page was set up with information about Workplace.

Instruction videos and texts were used. Employees adjusted well to the system and the fact that it had become part of their life at Isavia.

How does Isavia benefit from using Workplace?
The need for Workplace became apparent to top managers when they did not have any platform for easy communication with employees and the need only came more apparent during the pandemic. The former communication system, Flugan, could not guarantee that information was reaching all employees. According to surveys, messages did not always reach frontline employees and the employees of subsidiaries. During the pandemic the need for bringing the employees closer became more apparent, building a better team and offer employees a solution that could reach everyone – always – everywhere. Workplace has exceeded expectations.

WORKPLACE ANALYSES AND SURVEYS

Workplace analyses are usually carried out every two years, with smaller surveys in between. Workplace analyses lead to the setting up of improvement teams to work with the results with a view to increasing job satisfaction and wellbeing at work. A survey on employee wellbeing at work during Covid-19 was sent out in the autumn, encouraging managers to look after their employees. Employees were offered online training by the Streituskólinn stress training provider, dealing with most aspects of public health. A specific Covid-19 course was also prepared, covering infection transmission routes, infection control and special procedures for employees at international airports. Managers are encouraged to have regular conversations with their employees to give them and their superior the opportunity to discuss tasks, possible problems and remedial action.

Number of employees GRI 405-1

Men Women
Younger than 30 years 68 58
30 - 50 years 343 183
Older than 50 years 213 103

LABOUR MARKET

Isavia operates in the general labour market, endeavours to maintain a good relationship with unions and follows general collective wage agreements negotiated by the Confederation of Icelandic Employers with numerous unions on behalf of the company. Special collective wage agreements have been made with the following unions: Landssamband slökkviliðsmanna (LSS) (firefighters), Félag flugmálastarfsmanna ríkisins (FFR) (state aviation employees) Sameyki (SFR) and Félag íslenskra flugumferðarstjóra (FÍF) (air traffic controllers).

The notice required to terminate employment is as laid down in collective wage agreements and can vary according to length of service and age. The right to terminate employment is mutual, and all information is in writing. Isavia complies with all laws and regulations governing the labour market and does not employ persons who have not reached the age of 18.

RECRUITMENT

Isavia focuses on recruiting the most skilled employees available, and all recruitments are based on capability, education and work experience. A clear recruitment procedure is the foundation of professional recruitment, and Isavia’s recruitment procedure was reviewed and assessed in 2020. All recruitment and career development at Isavia is based on the company’s equality policy and equality action plan.  Human Resources uses data to analyse and support decision-making. Applications are assessed with reference to gender ratio, and particular care is taken to observe the highest levels of equality in recruitment.  

Once the recruitment procedure has been completed and the new recruit has begun, there is follow-up of the new appointment for the first few weeks. New employees are warmly welcomed to ensure that they are happy in their new environment and feel welcome from the very first day. A new recruit’s first day is the start of a ‘new journey’. On that day, the new recruit is assigned a mentor, who is always available and supports them through their first weeks, together with the manager. 

Isavia wishes to promote a healthy and motivating work environment, with opportunity for career growth and development. Career development is important – and could also involve a move to another work environment within the Isavia group. All job vacancies are advertised on Workplace and employees are encouraged to apply. 

There were a total of 24 recruitments at Isavia in 2020 (12 men and 12 women), and the average age of new recruits was 39.8. Employee turnover for the year was 35.89%, a figure chiefly due to the Covid-19 situation. This rate varies across jobs and companies.  

END OF EMPLOYMENT

The rules governing end of employment were modified last year. End of employment is now deemed to be the end of the month in which the employee reaches the age of 67. The members of the Icelandic Air Traffic Controller Association, however, retire at the age of 63. Isavia offers an end-of-employment training course for those nearing retirement age, and their spouses are also invited. The course covers useful information and deals with this important career milestone. Twenty employees took part in such a course in 2020. Improvements were made to the end-of-employment procedure, and an end-of-employment interview now takes place just before employees retire. The aim of this interview to is to ensure that employees experience of the end-of-employment procedure is positive and to gather precious information to achieve even better results and to promote a positive work environment and wellbeing.

Employees turnover GRI 401-1

2020AgeStarters%Leavers%
Womenunder 30 years325%8148%
30 - 50 years867%5533%
over 50 years18%3219%
Total12100%168100%
Menunder 30 years18%7032%
30 - 50 years867%7334%
over 50 years325%7334%
Total12100%216100%

Years of service at Isavia

perscentage
0-5 years 46
6-10 years 22
11-15 years 11
16-20 years 7
21-25 years 4
26-30 years 3
more than 31 years 8

Age structure of managers GRI 405-1

perscentage
under 30 years 1
30 - 50 years 55
over 50 years 45

Information on employees GRI 102-8

EmployeesWomen%Men %Total%
Total number of employees34436%62464%968100%
Full time21022%52955%73976%
Part time13414%9510%22924%
Employment contract
Temporary434%273%707%
Permanent30131%59760%88491%

Staffið - the employee association

Staffið – the employee association of Isavia and its subsidiaries – promotes diverse and vibrant social life and negotiates discount terms for our employees with various companies. The association generally focuses on providing a positive, family-friendly working environment and positive morale. There is no doubt that 2020 was a demanding year for the association, with restrictions on gatherings taking their toll. It was, however, decided to organise remote events, such as stand-up comedy and concerts, for association members to enjoy at home.

Staffid

PARENTAL LEAVE

Isavia attaches great importance to trying to accommodate employee requests for parental leave and to show flexibility in meeting their needs as regards returning to work once such leave has been completed. A total of 119 employees took parental leave in 2020, 61 women and 58 men. Women choose to spend more time on parental leave and utilise the shared rights of parents. In 2019, 78 employees took parental leave and 50 of these had returned to work 12 months later.

Parental leave GRI 401-3

Year2020201920182017
Parental leaveWomenMenTotalTotalTotalTotal
Total number of employees that took parental leave6158119789169
Total number of employees that returned to work after parental leave 4757104708869
Total number of employees that returned to work after perantal leave ended that were still employed 12 months after their return to work xxx507461

HEALTH AND WORKING ENVIRONMENT

Employee wellbeing is a key element of a healthy workplace and has an impact on the work produced. Isavia therefore takes great pride in raising employee awareness of the importance of a healthy lifestyle. The company promotes greater mental and physical employee wellbeing via such things as information provision, physical fitness subsidies and welfare services.

Isavia places considerable importance on all employees knowing what demands are made of them as regards safety, including the substance of laws and regulations on health and safety. Conditions in the workplace have an effect on employee health, and the company endeavours to ensure that they have a safe and healthy workplace.

We requested a price quote in the course of last year for comprehensive welfare services, the aim being to be able to better meet and support the needs of employees. An agreement is to be signed with a company that will provide us with comprehensive welfare services. The service provider boasts an interdisciplinary team of nurses, nutritionists, social workers, psychiatrists, personal trainers, physiotherapists, coaches and doctors.

Running the runway at Keflavík Airport

Education and training

It is the policy of Isavia to ensure that all employees receive the requisite training and that employees have the skills necessary to achieve success in their work. Training should also ensure employee safety and wellbeing. A wide range of courses are available all year round – both mandatory courses and courses aimed at developing personal skills and promoting wellbeing at work. We try to ensure that everybody receives appropriate training, and there is a training plan for all job types within the group. The content of training each year depends on the projects, objectives and challenges facing the company, with mandatory job-certification training making up the lion’s share.

Organisational changes

In May 2020, it was decided to merge the training teams of the Service & Operation and Human Resources & Corporate Strategy divisions and move training management to Finance & Human Resources. The aim of this merger was to create a strong training division within Isavia to work systematically at maintaining and expanding the knowledge and skills of all employees, in line with Isavia’s strategy and values.

Isavia ANS runs a training division which provides for certified training for air-traffic safety electronic personnel (ATSEP) and other training related to air navigation services, including in Tern Systems simulators. Around 300 people at Isavia and its subsidiaries – including air traffic controllers (AFIS), flight communications officers, flight data analysts, trainers, skill assessors, etc. – receive appropriate licensing, conversion and ongoing training every year.

Robust training work

The year 2020 was an unusual year, requiring a greater focus on online learning and the use of remote meeting equipment. A great many online courses were launched – both mandatory courses and optional. Some examples of courses run are: Basic PRM, Driving, 2020 Flight Information System and Environment.

There were fewer classroom training courses, although some were possible, e.g. courses on job satisfaction and change, a course on opportunities for retirees, a course for evacuation officers and a first-aid course.

The pandemic had a major impact on the work of the Isavia ANS training division in 2020. Almost all courses had to be postponed by months, and some were cancelled altogether. Changing infection prevention rules affect participant and employee numbers at any given time. At times, it was not possible to conduct training in simulators or at the workplace due to stringent physical distancing rules. The rate of infection in society and the general situation of uncertainty also had an effect on learning. Nevertheless, we were able to complete necessary conversion training and most ongoing training for around 275 experts in air traffic services in Isavia companies. Things did not go as well as regards certification and job training in air traffic control for around 25 employees. A wage dispute put everything on ice through to January, and after Covid-19 struck in March, schedules and dates had to be repeatedly changed. Low levels of air traffic also had a negative effect on the operations of the division.

Management training

Isavia’s goal is to ensure that employees with management responsibilities receive basic management training. Training schedules for managers are being prepared and are divided into stages depending on the position of the manager. A wide range of courses specifically intended for management are on offer each year. Areas of focus in management training have moved more towards softer aspects such as communications, trust and adaptability. There has also been extra focus on project management, time management and skills for handling difficult human resources issues. 

Co-operation with the general school system

Co-operation with the general school system – which is usually substantial – was mostly non-existent last year, with just one undergraduate taking an internship with us. The same goes for our agreement with Reykjavik University regarding funded research and Isavia’s support for the final projects of the university’s students – only one grant application was received and was approved. Isavia attaches importance to maintaining and strengthening this co-operation.

Study grants

Isavia employees are paid either a wage or a study grant when undertaking training. This also applies to training undertaken before employees take up their position. 
All employees are entitled to apply for grants for study outside of Isavia. The most common applications are from those undertaking university study. 

Isavia employees need to gain various types of expertise both in Iceland and abroad. It is a priority of Isavia’s to ensure that such opportunities are available and that its employee skills are among the best possible. Isavia also has agreements with Reykjavik University’s Open University and the University of Iceland’s continuing education centre Endurmenntun for discounts to encourage their employees to study there. 

human trafficking

In 2019, Isavia produced a video on human trafficking which is used to train all front-line employees at the Leifur Eiríksson Air Terminal to spot human trafficking. The video is now part of induction training for new recruits at the terminal. Isavia’s Director of Training and Education is part of consultation group under the aegis of the Ministry of Justice on action to fight human trafficking. The group has mapped prevention measures and other actions in this regard, and the Icelandic Red Cross recently received a grant from the state to step up the work being done as regards human trafficking. This includes setting up a co-ordination centre with the role of harmonising procedures and responses in the event of suspected human trafficking, undertaking preventive action and training and raising awareness among society. Isavia attaches importance to being well informed on these issues and intends to lead co-operation and action among the companies operating at Keflavík Airport in the fight against human trafficking.

Training hours

As is evident, there were fewer training hours in 2020 than in previous years. Mandatory training nevertheless continued, and the main factor was the reduction in employee numbers and the lack of recruitment. The gender gap in training hours is chiefly due to the fact that far fewer women are in jobs requiring many training hours, such as airport services.

Average hours of training per year per employee and field of work GRI 404-1

DivisionMenWomenTotal hours
Isavia ohf.9,3532,56911,922
Service and Operations8,4531,93310,387
Commercial and Airport Development436172608
Finance and Human Resources184392576
Digital Development and IT18832221
CEO office9139130
Isavia ANS3,0891,7494,838
Isavia Regional Airports3,3263683,694
Duty Free store273273546
Total25,394752832,922
Avarage hours of training40,721,9

Identifying human trafficking

Equal opportunities

Isavia attaches great importance to working rights. The company’s Code of Conduct states that employees are to show respect for everybody’s work and not discriminate against colleagues or customers on the basis of gender, religion, beliefs, ethnic origin, race, colour or on any other grounds. Isavia’s equality action plan aims to improve general job satisfaction and improve morale. The equality programme has been developed in accordance with Act No. 150/2020 on the Equal Status and Equal Rights of Women and Men. Employees are made aware of the company’s Code of Conduct, which is accessible on Isavia’s intranet and website together with the equality action plan.

Isavia’s equality action plan attaches great importance to equalising the gender ratio in management positions in the company. In 2020, Isavia received recognition from Women in Business – an Icelandic equality and networking movement – of the success and objectives achieved as regards gender balance in management.

Work-life balance is an important aspect for all of us and is an equality issue. Isavia gives employees the flexibility to balance work and family responsibilities, for the benefit of the company and better quality of life for employees.

We endeavour to ensure that all employees – regardless of gender, age or nationality – enjoy equal opportunities for training and education. As soon as they are recruited, employees receive information on our policies on and responses to bullying and any type of violence and harassment. New recruits are also informed about our equality policy and the company’s Code of Conduct.

Training material is drafted to meet different learning styles, while specific learning difficulties are taken into account in examinations and skills assessment. Our training material is diverse and visual, and in most cases, text is read out loud.

EQUAL PAY CERTIFICATION

For many years, Isavia has systematically worked towards gender equality and first gained equal pay certification – ratified by the Directorate of Equality – in 2018. Isavia’s status for equal pay certification is audited every year by external auditors, most recently in September 2020. The gender-based pay gap identified was 1.2%. The objective of adopting the equal pay system by means of an equal pay standard (IST:85 2012) is to maintain wage equality within the company. The company also undertakes to work on constantly improving itself in this field, monitoring the relevant criteria and reacting to any deviations which may arise.

Social environment

 Both the company and individual employees have an interest in building up a social environment. A good social environment has both a direct and indirect impact on employee wellbeing and health and on important operational aspects, such as sick leave, employee turnover and productivity. Isavia employees work as a whole in a spirit of co-operation, mutual respect and tolerance. Bullying and psychological harassment, such as gender and sexual harassment in the workplace, will not be tolerated under any circumstances.

Part of the training for new recruits touches on the social environment, where, among other things, the company’s equal rights policy and response plans against bullying and other psychological harassment are presented. The response plan contains information on what assistance is on offer from the company and trade unions. Importance is attached to maintaining notification pathways. Employees must know whom to contact, and communication channels must be clear for the victim and the perpetrator. This policy is based on Article 38 of Act No. 46/1980 on Working Environment, Health and Safety in Workplaces and Regulation No. 1009/2015 on bullying, sexual harassment, gender harassment and violence at work.

Five reports were received in 2020 – two were handled via a formal procedure involving activation of the response plan, while the other three were resolved internally. These reports were processed according to company procedure.

Our people

- good social environment

Haukur Þór Arnarson

Haukur Þór Arnarson

HR Project manager

What are Isavia‘s emphasis regarding equality issues?
Isavia has for many years worked systematically towards equality and set objectives to work towards. We want to create a good social environment where everyone gets to enjoy themselves, get the opportunity to use their education and qualifications. Isavia emphasises non-discrimination on the basis of religion, race, sexual orientation, age, disability, or other personal attributes.

Isavia is committed to paying employees the same salary for equivalent work. Isavia adopted an Equality Programme developed in accordance with the Gender Equality Act called ÍST85 in 2018 and before that Isavia was awarded PwC’s Golden Badge Equal Pay Certification. One of the objectives is to work towards gender equality in management positions, and to that end Isavia received an aknowledgement from FKA (Union of Women in Business). For this year Isavia’s objective is that the text and format of recruitment advertisements speaks to everyone and that they don’t favour any gender.

How does the FKA acknowledgement help Isavia?
The acknowledgement is primarily a confirmation of the work towards equality that has taken place within the company. Isavia contributes to equality and assists in bringing forward the importance of equality in society.

Isavia has promised to work towards the objectives of the acknowledgement and is an incentive for other companies to work diligently towards equality. The FKA acknowledgement makes Isavia an even more desirable workplace for job seekers.

Are there any other obstacles regarding equality at Isavia? What is important to do in order not to lose sight of the objective?
It is especially important to keep the systematic work going in the field of equality. Continual improvements must be kept in mind and emphasis must be put on this topic. We need to be mindful that even though our performance is good, to keep going and don‘t lose sight of the purpose.