Dubai Airports is changing its HR strategy to support growth plans and a competitive landscape. It needed to align HR with organizational strategy, resource growth internally, develop skills, and drive accountability. Dubai Airports drivers include funding changes, unprecedented growth, and a dynamic market. The HR journey included reorganizing strategically, engaging employees in vision/mission, embedding values through reward, and creating a sustainable internal rebrand focused on culture change. Metrics show improved engagement, innovation, and being recognized as a top employer and innovator in HR. Customers recognize Dubai Airports through ACI awards.

1. How Dubai Airports is Changing it’s
HR Game
HR Leaders Forum & Awards
5th-6th March, 2012
Dubai, United Arab Emirates
Jill Nealon-SVP HR&D

2. Change at Dubai Airports
COMPETITIVE LANDSCAPE
Doha International:
Due to have 2nd largest capacity in the
region
Dynamic Growth:
In emerging markets
RESOURCE STYLE
Internal Resourcing: Accountability:
Deliver the growth with Need to drive
our internal staff accountability and
Skills: ownership
Employees needing the DA’S Productivity:
skills to to deliver the Simplifying processes
strategy DRIVERS
ECONOMIC/FINANCIAL UNPRESCEDENTED GROWTH
ENVIRONMENT Emirates:
Funding Model: 42% fleet growth in next 5 years
Significant change over the past 3 Airport: From 46mppa to 159mppa
years by 2030, averaging 15.5% growth
each year
3

3. What We Needed To Do…
Creating alignment between the organisational
strategy and HR Business Plan
Underpinning with Values &
Resourcing our growth plans by recruiting
from within Engaging and
Behaviours
Communicating
Developing the skills to deliver the strategy Throughout the
Journey
Driving accountability and ownership
Embedding with Reward and Recognition
4

4. What We Needed To Improve…
OLD WORLD
Collaboration,
Marketing ourselves Bringing our ‘Hero’ empowerment, Valuing contribution,
as DA brand onboard creating the future retaining knowledge
together
Connect Hire Involve Exit
HERO’s JOURNEY
Listen Engage Train Recognise Maintain
What we have to
Hearing the
offer and what we Ensuring the skill Embedding the
customers,
expect in return and competencies behaviours that make Creating lifelong
stakeholders and
Building the to deliver the us unique and deliver commitment
wider community
psychological strategic plan our plan
opinions of DA
contract
NEW WORLD Page 5

5. Our Journey
UNFREEZE
REORGANISED TOWARDS A STRATEGIC HR FUNCTION
Senior Promoted and recruited leadership to
Leadership drive change
Implemented HR Business Partners to
HR
understand and support the business in
Partnership
meeting their needs
Implemented manpower planning,
Planning &
remuneration & policies and organisation
Design
development function
Development Technical training residing within the
& Training business to meet unique needs
Incorporate corporate service
Service
development within HR to drive
Development
customer service improvement
6

6. Our Journey
UNFREEZE MOBILISE
ENGAGED OUR EMPLOYEES IN OUR VISION & MISSION
Workshop for all employees on our
My Airport Our
strategy and the customer service
Journey
required to deliver it
Town halls, ‘tool box’ talks, creating 2-
Open way transparent communication.
Communication Communicating in employees
language
7 departmental change programmes, all
Aligning Comms
with a consistent purpose for change
7

7. Our Journey
UNFREEZE MOBILISE EMBED
EMBEDDING WITHIN OUR HR ENABLERS
Rewarding against our newly
defined values and
behaviours
Living our Values
Developing staff to
deliver great customer
service 8

8. Our Journey
UNFREEZE MOBILISE EMBED
Drive change
LANGAUGE/ENVIRONMENT/CULTURE
‘CREATE THE FUTURE’
Take
Responsibility
9
9

9. Our Journey
UNFREEZE MOBILISE EMBED SUSTAIN
CREATING AND SUSTAINING CHANGE THROUGH OUR INTERNAL REBRAND
1
0

10. Our Journey
UNFREEZE MOBILISE EMBED SUSTAIN
CREATING AND SUSTAINING CHANGE THROUGH OUR INTERNAL REBRAND
1
1

11. Our Transition….
TRANSFORMING
• 4th Busiest Airport
in the world
• Corporatisation
REWARDING • SP2020
• ACI improvement
• ‘Employer of
MEASURING Choice’ • 7 Change Projects
• Performance • ‘Employer of
• Measuring Related Pay Choice’
Performance Increase
GROWTH 2012
• Driving • Performance
• DWC Efficiencies Related Bonus
FOUNDATIONS
• Meeting the • Measuring
• T3 Demands of the Service Levels
Business
• Business Strategy 2011
• Business
• Right People in Partnership
2010
the Right Jobs on
the Right Pay
2009
2008 Page 12

12. So Has It Worked?
ENGAGEMENT INNOVATION IN TURNOVER TREND
HR
LEADERSHIP
(World HRD
Congress)
DGEP INTERNAL
LEADERSHIP
BEST DEVELOPMENT
EMPLOYER AWARD
BRAND (ACI)
(Asia Pacific) EMPLOYER OF CHOICE
ABSENCE
DGEP AWARDS
-Distinguished
Employee
-Creative Employee

13. What Our Customers Think?
ACI Award for Best
Airport in the
Middle East 2011 ACI Most Improved
Airport Middle East
2011
ACI Ranking
ACI International
Customer Service
36 33 Award Middle East
23 Score 2011
22
Rank
2008 2009 2010 2011
1

14. Thank You
Jill Nealon-SVP HR&D