The document provides an overview of ATNS's journey in conducting an HR audit to evaluate its HR processes and functions against industry standards. The HR audit process involved self-assessment, training on HR standards, an audit conducted by an external team over 5 standards, and an action plan to address gaps. Key outcomes included improved understanding of governance, enhanced professionalism, and identification of areas for talent management, performance management, and learning and development improvements. Lessons learned centered around the importance of preparation, training, sponsorship, and communicating successes. Next steps involve addressing remaining gaps, training for new members, conducting internal auditor training, a full audit on the remaining standards, and pursuing full SABPP certification.

1. Navigating our way to Excellence
17 September 2015

3. PRESENTATION OVERVIEW
1. Introduction
2. Who are we?
3. The start of the journey
4. The rationale for the HR audit
5. The HR audit process and outcomes
6. Executive team feedback
7. Lessons learnt
8. Advice to other organisations
9. Feedback to the audit team
10. Actions taken post audit
11. Where to from here?

4. Who are we?

5. ATNS Mandate
ATNS was incorporated in 1993 in terms of the ATNS Company
Act, Act 45 of 1993
The Act mandates ATNS to provide Air Traffic Management
solutions and associated services on behalf of the State in
accordance with ICAO standards, recommended practice as
well as the South African Regulations and Technical Standards.
ATNS
Mandate

6. ATNS Vision
To be the preferred
supplier of air traffic
management solutions
and associated services
to the African continent
and selected
international markets
To provide safe,
expeditious and efficient
air traffic management
solutions

7. ATNS Value Proposition

8. ATNS Footprint

9. .
ATNS Scope of Responsibility
ATNS is responsible for air traffic control in approximately
10% of the world’s airspace

10. ATNS Global Offering and Service proposition

11. How we work: The ATNS Structure

12. ATNS Structure
ATNS BOARD
Legal CounselInternal Audit
CEO
CEO Office
SACAA
Ministry of
Transport
Regulating
Committee
SAFETY REGULATOR SHAREHOLDER ECONOMIC
REGULATOR
Chief
Operations
Officer
Chief
Financial
Officer
Executive
Commercial
Services
Executive
Human
Capital
Executive
ATM/CNS
Planning &
Standards
Executive
Strategy &
Optimisation
Governance and
Accounting
Authority
Regulatory and
Shareholder
Oversight

13. The start of the journey……

14. The following key strategic thrusts have been identified based upon the corporate ATNS
strategy:
ATNS Business Strategic Imperatives
• Delivery of continuous improvement of safety performance
• Becoming a transformative organisation that invests in its employees
• Provide efficient air traffic management solutions and associated services
which meet the needs and expectations of the ATM community
• Maintaining long term financial sustainability
• Playing a leading role in the development of air traffic management in
Africa and selected international markets
• Deploying and using leading technologies to the benefit
of the ATM community

15. The following key deliverables for were derived from the key strategic thrusts and broader
HC Strategy:
• Establish the environment to drive a compelling EVP that engages employees in
order to build a performance culture
• Enable the current leadership capability within the business to drive business
growth and efficiencies
• Drive integrated talent management that identifies, builds and enables ready
now and future talent across all geographies and generations
• Drive HR practices and policies that are relevant and in line with the ATNS business
environment, mode of operation and governance environment
ATNS HR Focus Areas

16. The rationale for the HR Audit

17.  Business Process Management (BPM) project was initiated in 2014 to ensure alignment of processes to new strategy:
 The analysis of the current (As-Is) processes and aligning these to best practice standards - “TO BE”
 The aim was to address gaps identified so that all HR processes are streamlined and standardised
 Needed to get full view of the HR function :
 Processes, policies, procedures and governance practices - consistent application
 Based on that a decision was made to map the “TO-BE” in line with the SABPP HR Standards
As-Is Human Capital Value Chain
Develop and
Manage HC
Strategy
Manage HR
Services
Manage
Organisational
Development
Manage
Employee
Benefits, Admin
and Systems
Manage ATA
Manage Human Capital

18. To-Be Human Capital Value Chain
Business Strategy, Human Capital Business Alignment
Manage Strategic HCM Manage Talent Manage HC Risk
Human Resource Architecture
Perform
Workforce
Planning
Facilitate
Learning and
Development
Manage
Employee
Performance
Reward and
Recognize
Employees
Ensure
Employee
Wellness
Manage
Employee
Relations
Manage
Organisational
Development
Administer HR
Service
Delivery
Manage HR
Technology
Manage Staff
Transition
HR Metrics and Analytics
Administer HR Measurement System

19. The HR Audit process and outcomes

20. Activity Due
Pre-Audit
• SABPP Membership for the team 30 September 2014
• HR Standards Training for the HR Team 07 November 2014
• Self-assessment conducted 07 November 2014
• Company Internal Audit Team – briefing 15 October 2014
• Team preparation - allocation of responsibilities 15 January 2015
• Line Management briefing 20 January 2015
Audit
• Audit Team assigned 23 January 2015
• Audit conducted for 5 HR Standards 04 February 2015
• Audit Report & findings communicated 06 February 2015
• SABPP Provisional Certification issued 18 February 2015
Post-
Audit
• Feedback meeting to the Executives 02 March 2015
• Action Plan to address gaps 01 April 2015
The HR Audit Process

21. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
Talent
Management
5.5
HR Risk
Management
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
Learning
7.2
Perfor-
mance
6.5
Reward
8.6
Well-
ness
ERM
7.0
OD
HR Service
Delivery
HR Technology
(HRIS)
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS HR Audit:
Standards & Metrics
HRCOMPETENCIES
ATNS audited performance against the standard

22. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
Strategic
HRM
5.5
Talent
Management
4.3
HR Risk
Management
6.5
FUNCTIONAL & CROSS FUNCTIONAL HR VALUE CHAIN
HR VALUE &
DELIVERY PLATFORM
Work-
force
Planning
4.9
Learning
6.7
Perfor-
mance
5.4
Reward
6.1
Well-
ness
5.7
ERM
6.3
OD
5.4
HR Service
Delivery
4.8
HR Technology
(HRIS) 5.1
Prepare
Imple-
ment
Review ImproveMEASURING HR SUCCESS 6.0
HR Audit: Standards & Metrics
HRCOMPETENCIES
Actual audited results – overall average august 2015
10 companies

23. 55
72
65
87
70
43
65
55
53
68
33
54
47
36
52
0 10 20 30 40 50 60 70 80 90 100
Talent
L&D
PM
Reward & Recognition
ERM
HR employees pre-audit self-assessment HR Managers pre-audit self-assessment
ATNS Audited Results
ATNS Self-assessment against audit actuals

24. ATNS Audit results benchmarked against competitors
55
72
65
87
70
43
61
55
61
63
0 10 20 30 40 50 60 70 80 90 100
Talent
L&D
PM
Reward & Recognition
ERM
Others audited ATNS

25. Executive Team Feedback

26. • Expected the worst, but the outcome was favourable
Feedback
Executive Team Feedback
• Executives are now showing more interest in HR initiatives
that are undertaken
• There is clear understanding on governance pertaining to
the HR standards and processes
• This has enhanced the level of professionalism and trust of
HR within the Company

27. Lessons Learnt

28. Preparation is
key
Lessons Learnt
Key Lessons Learnt
Allocate
activities and
nominate a
champion
Training on the
HR Standards
is critical
Benefits to be
communicated
to the team as
the project
commences

29. Advice to other organisations

30. Advice to other organisations
Key points
• Momentum: Get started, do not wait until everything is
perfect
• Prioritise: Start with a few HR Standards that are critical to
business success
• Sponsorship: Involve Executives at the start
• Champions: Educate the HR team on HR Standards and
communicate the benefits
• Prepare: Manage timelines and availability up front
• Impact: Communicate successes to the business to build
credibility

31. Feedback to the audit team

32. Feedback to audit team
Key points
• An honour to work with such knowledgeable team
• Maintain high levels of professionalism going forward
• Valuable and high calibre feedback not just on processes but
also on practical integration in line with leading practice
• Process was less intimidating – built a mindset of continuous
improvement
• The HR team was inspired

33. Actions taken post audit

34. Performance Management
• Revised Performance Management System
• Revised Recognition & Reward Framework
Talent Management
• Talent Management Framework in place &
being rolled out
Learning and Development
• BSC : Learning & Growth Component covers :
Attraction, development and retention of staff
• Automation underway to enable integration &
other initiatives in line with L&D and TM
Central Repository for
organisational knowledge
• Partnered with IT & introduced the Knowledge
Management function - “Legacy Programme”
HRBP Model roll-out
• HRBP’s on sites to ensure consistent
application of HR Practices & enhanced
people management capability.
Actions taken post audit

35. Where to from here?

36. Continue to
address
identified
gaps
Where to from here?
HR
Standards
training for
new team
members
Internal
Auditors
training
Full audit
for ATNS to
cover
remaining 8
standards
Full SABPP
certification
06 Nov 2015 04 Dec 2015 08 Dec 2015 30 Dec 2015On-going

37. THANK YOU