human resources policy

At transavia.com, we are proud of our company. We have a strong position in the Dutch leisure airline market, and with our unique business model we also hold a 40% interest in transavia.com France. Our strength lies in the combination of low fare, with genuine care for our customers as well as each other. Our people carry our strong corporate culture, so a well-considered human resources policy is an important condition.

long-term quality care

To remain a successful company, we need long-term availability of skilled and competent employees. This requires vision and an action plan. We believe it is important to be a good employer, to make sure our employees are committed, to motivate them and to offer them every possibility to develop themselves.

At transavia.com, our employees have room to develop into experienced staff members within their current positions. We offer them many educational opportunities to make this possible. Since our company does not have many managerial layers, room to climb the ranks within the company is limited. We do however look for career opportunities within our joint venture with KLM and Martinair.
We believe it is important to be well-informed about our employees’ well-being. That is why we conduct an employee satisfaction survey every other year.

education & development

We strive for employee commitment by rapidly giving our employees a lot of responsibility and by making sure they learn and develop themselves in a short period of time. Our purpose is to increase internal company employability and mobility, although this sometimes means employees leave transavia.com to put their skills and experience to use elsewhere. For them, having worked at transavia.com is often a good recommendation.
We offer various educational and developmental possibilities to make sure our employees’ knowledge and skills are up to speed. These include on-the-job training, courses, seminars, workshops and tailor-made training. Usually, all departments initiate and organize training themselves. Our Flight Operations Department, Cabin Crew Department and Technical Support Department are entirely self-supporting as far as legally required training, like recurrents and initials, is concerned. Human Resources provides advice and support where other courses are concerned. The courses we offer make use of the internet wherever possible.

ground staff performance evaluation system

transavia.com yearly evaluates its ground staff performance. During the performance evaluation, managers evaluate their employees, and targets, goals and behavioural criteria for the coming year are agreed upon. Targets are based on the employee’s job description; the behavioural criteria are based on organizational and job specific criteria. We have two organization-wide criteria: result orientation and cooperation.
A ground staff member’s performance evaluation has direct results for their individual compensation. In addition to yearly performance evaluations, transavia.com also mid-yearly monitors their employees’ progress, to see if they are on track. In these interviews, an employee’s development is also an important topic.

Our new performance evaluation and compensation system has two important goals. The first is to motivate employees to dedicate themselves fully to transavia.com, and the second is to make sure the process runs as objectively and transparently as possible for everyone involved.

employee health

At transavia.com, we believe it is important that our employees feel healthy, so they can perform well at work as well as at home. Thanks to our open and safe corporate culture, managers as well as employees can start a conversation about this. To ensure optimally healthy employees, transavia.com has an active health policy.

sickness absence policy shows good results
Our new sickness absence policy has shown good results. The basis of this policy is taking employees and their illness seriously, while managers simultaneously take responsibility for employee support.
We believe that illness does not necessarily have to lead to sickness absence. Our policy favours thinking in possibilities over thinking in limitations. This approach has shown that a clear division of roles between employer and employee leads to a successful sickness absence management.  Employees are responsible for sickness absence prevention and for informing their managers early on about their illness. Managers are responsible for the sickness absence policy. If a manager is informed about an employee’s illness, or in case of sickness absence, the manager immediately contacts the employee and decides, together with the employee, what is needed for lasting reintegration. In serious cases, employees may not be able to return to their previous job. We then strive for reintegration elsewhere in the company or externally.

assistance and advice in case of inappropriate conduct
In case of discrimination, bullying, sexual harassment or other inappropriate conduct, transavia.com employees can turn to one of six confidants within the company. These confidants are both male and female co-workers, working in various parts of the company. Employees are free to choose which confidant they want to turn to – it does not have to be the co-worker in their own division. Confidants receive extensive training and exchange experiences multiple times a year.
These confidants help employees by listening and drafting a step-by-step plan for the employees to work with. This step-by-step plan may include a recommendation for the employees to talk to their manager or human resources consultant, but a referral to external professional help is also possible.

the flex combi concept

On 3 May 2010, transavia.com moved into its new head office TransPort at Schiphol-Oost. TransPort offers a pleasant working environment that also allows the staff to relax from time to time: lots of light, a terrace on which to enjoy nice weather, and excellent and healthy catering.
With the move, we introduced a new way of working, we call ‘on the move’. To enable this, we chose a lay-out of our head office in line with the so-called flex combi concept. Employees no longer have their own workstations, but throughout the day choose the workspace that is best suitable for the type of work that they are going to do.
'On the move' consists of three elements: the workspace itself, technology and employee behaviour. Each element has its own solution, fitting for the type of work any employee would like to do at any moment of the day.

  • We have created quiet areas for work that requires concentration, formal and informal meeting areas and areas where employees can make a quick phone call or check their e-mail.
  • ICT technology allows transavia.com employees to log onto any workstation. All software applications and files are located on our central server. By logging on, employees have access to the standard applications as well as the applications required by their position. Telephones also require logging on, so employees can make sure they can be reached at any workstation.
  • Giving up personal workstations requires new behaviour and new rules of conduct. Employees must ensure their co-workers are able to find them as well as their information, and make sure the workstation they used is clean and empty for the next person to use.

By working ‘on the move’, employees consciously think about what they are going to do next, and whether they need to work alone or with co-workers.  This results in working more efficiently, and getting results easier, faster and more pleasantly.