The LATAM group is an airline that stands out because of the multiculturalism of its teams. This is keenly reflected in the diversity of nationalities -more than 60- of its personnel and staff; which, by the end of the year totaled 45,916 persons distributed throughout 25 different countries.
During 2015 we began to execute the so-called Twist Project at airports, contact centers and on-board services. We continued to pursue this initiative during 2016 and it became the most relevant initiative in the area of persons, since it involves a new way of conceiving the delivery of services.
The main objective of this initiative is to generate an emotional connection between company employees and customers and, consequently, to achieve a greater passenger loyalty. This objective will be achieved upon adapting the work of our human teams to the evolution of the industry, to the empowering clients and to the size now reached by the LATAM Group, granting them with a greater degree of autonomy to respond to our customers’ diverse needs in the different places where we operate and with the capacity of providing flexible service responses to these realities.
For example, at the Brasilia airport, 50% of the people using this airport are there flying for the first time; while only 5% of those using Sao Paulo’s Guarulhos Airport are in that situation. This suggests that the way to inform and serve our customers in either one of these airports should be different in order to be successful. Consequently, our local teams must be empowered and trained to respond to customers in a customized way.
Through our Twist Program we teach and train our leaders how to get organized, motivate their teams and interact with our customers toward building a new relationship with each of them and enabling them to attain their own preferences.
As of December 2016, the company had some 9 thousand persons working under the Twist model; including all employees working at contact centers, airport hubs, half of Brazil’s airports, major non-hub airports, and Chile’s Wide Body fleet cabin crews.
We still have more than 50% of our customer-contact personnel to be trained by Twist. This poses an additional challenge to our company in order to change our way of working by applying a model with proven results. LATAM now needs to adopt Twist fully in order to be among the world’s top airlines in the coming years
On the other hand, during 2016 we trained 3,705 workers in homologating frequent flyer plans; they were joined by other 1,208 persons working in CTOs, call centers and airports in our “Favorite seat” Program (prioritizing the sale of seats; i.e. those with more leg space and located toward the front part of the cabin), and other 2,864 persons on indirect sales, CUS, CTOs, call centers and airports in simplifying and automating re-emission processes.
Additionally, the company closed the year with more than 1,000 persons trained for on-board sales on domestic flights in Chile, Colombia, Argentina and Peru.
In the Support Area, we developed a “Management of emotions” course aimed at those who work in direct contact with clients, providing them with tools for handling their own emotions and teaching them to apply such strategies in their handling of passenger emotions. This project was executed through 2016 in training over 90% of our staff at airports and LATAM channels.
Concurrently, we introduced a Child Tracker System at airports, aimed at enabling parents to monitor their non-accompanied traveling minors, permitting them to know their location and thus “accompany” them throughout the trip. Toward these purposes we trained 2,200 passenger service agents in Argentina, Chile, Peru and Colombia.
With respect to our Emergency Response Plan, the respective company department trained 2,391 persons in 11 subsidiaries (Chile, Brazil, Argentina, Peru, Colombia, Ecuador, United States, Paraguay, Spain, Mexico and the LATAM Office in Brazil) in how to respond in the event of a plane crash. In such case, the respective teams simulate an aircraft crash situation and must apply the procedures of the Emergency Response Plan in order to determine its effectiveness, level of coordination, eventual gaps and introduce the necessary corrections.
On the other hand, during 2016 the company worked on the collaborative construction of a Leadership Model that would reflect the major challenges that confront all those who lead person teams. Participatory workshops were held with leaders at all levels and with the information thus obtained we designed a LATAM leadership model aimed at aligning, directing and making transparent what the organization needs and expects from each of its leaders. Among the practices suggested by this leadership model is the Barometer, which seeks to promote conversations and personal closeness between leaders and their team, supported by a survey.
Moreover, during 2016 we offered 34 assertive Communication Workshops among LATAM Group executives. These workshops were imparted to 362 company executives, in pairs of executives especially prepared to play this role.
Finally, in order to acknowledge those who best represent LATAM’s guidelines of conduct (Safety, Attentiveness and Efficiency), during 2016 we launched the LATAM Appreciation Platform, whereby persons who are part of the company can acknowledge the merits of a partner and at the same time be acknowledged by others, regardless of the type of job performed or the country of location, in an attempt to have a cross-sectional acknowledgement of all those persons who represent LATAM’s spirit of service.
|Total Employes / Nationality / Country|
|Proportion of Gross Salary by gender|
|M / F|
|Executive level||1.37 times|
|Medium level||1.10 times|
|General role||0.98 times|
DIVERSITY OF THE ORGANIZATION
DIVERSITY OF THE MANAGEMENT
|By country and gender|
|Up to 30 years||79||7%|
|From 31 to 40 years||643||53%|
|From 41 to 50 years||331||27%|
|From 51 to 60 years||133||11%|
|From 61 to 70 years||21||2%|
|More than 70 years||0||0%|
|By years in the Company|
|Years in LATAM||People||%|
|Up to 3 years||235||19%|
|From 4 to 6 years||274||23%|
|From 7 to 9 years||214||18%|
|From 10 to 12 years||175||14%|
|More than 12 years||309||26%|
DIVERSITY OF BOARD OF DIRECTORS
|By country and gender|
|Age||Number of directors||%|
|Up to 30 years||-||0%|
|From 31 to 40 years||1||11%|
|From 41 to 50 years||1||11%|
|From 51 to 60 years||3||33%|
|From 61 to 70 years||3||33%|
|More than 70 years||1||11%|
|By years in the Company|
|Years in LATAM||Number of directors||%|
|Up to 3 years||2||22%|
|From 4 to 6 years||5||56%|
|From 7 to 9 years||-||0%|
|From 10 to 12 years||-||0%|
|More than 12 years||2||22%|