APRIL 2013 GROUND HANDLING INTERNATIONAL


a leadership change and has enjoyed remarkable growth, making what I term a Quantem Leap in many measurable areas. We focused on employee programmes, diversification of services, revenue generation and partnership satisfaction. This leap has brought us four new bases in the US since September 2012, placing QAS in 20 airports. The annual increase in revenue of over US$6m has been enjoyed because of acquisition and organic growth with current customers such as Delta Air Lines, UPS and the United States Postal Service. We currently maintain over 65 contracts with 23 different partners. Most importantly, diversifying services in our incumbent locations has had the highest positive impact on our revenues. While new base growth is strategic and part of our growth plan the expansion of our current locations has led to our highest percentage in new revenues.”


He says that the GSE fleet has come in for some attention, too.


“After the September 2012 acquisition of a service provider at Boston Logan airport, many of the assets were older models. QAS added two enclosed cab Global de-icing units to Boston that ensures the QAS commitment to technology


WORLD ANALYSIS 17


Services, has done; it now operates over 130 state-of-the-art de-icing units in the US and Europe.”


Training important in 2012 at QAS


utilisation and best environmental management practices are complied with. Utilising forced air and less glycol commits less effluent to the environment. Part of the QAS growth plan for 2013 and 2014 is to refurbish and or replace upwards of 25% of our current asset fleet with efficient, environmentally-friendly assets as our sister company, Integrated De-icing


In June 2012, QAS introduced a Leadership Training Programme for all management and frontline staff through to executives: this was to focus on the cultural changes at QAS that engineered the alignment of its core values with its business plan. The secondary training emphasis has been on empowerment of all its employees. “With our growth, we have added 30% to our family of employees and while recruiting has not been a major concern, ensuring we have resourced our employees to be successful has been a large part of training,” adds Ron.”We want all employees to go home safely every day to their families and many of our incentives, metrics reporting and training schemes focus on that. This empowerment has led to an 80% reduction in lost-time injuries. We have delivered results, like in January 2013, when we could point to having zero injuries for over 40,000 hours worked. This empowerment of our work group has spread to understanding our customers’ business priorities and key objectives and allowing the employee group to exceed


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