Leadership and Succession Planning
The goal of succession planning is to increase the number of capable individuals who are prepared to assume leadership roles as they become available. We are laying a strong foundation by investing in our current and future leaders. To achieve this the Airports Authority has four development programs.
Professional Development Program: Three year program intended for new employees.
Supervisory Training Program: Nine month program intended for current and prospective front-line supervisors.
Manager Development Program: Ten month program intended for middle managers who are potential successors to critical positions 1-2 levels below the executive level.
Leadership Development Program: Twelve month program intended for potential successors to executive-level positions.
As we work to build succession management into the Airports Authority’ s DNA, our goal is to support growth and success by making learning and development opportunities accessible for all employees. We drive the goal of developing bench strength within the company for future roles.
Testimonial
“ The Manager Development Program has been transformative in my leadership journey. It wdeepened my understanding of driving change in an airport environment, enhancing my ability to manage financial and operational challenges at IAD. The focus on team engagement, operational excellence and data-driven decision-making was invaluable.
The program’ s emphasis on adapting to generational shifts in leadership helped refine my management style, while networking with colleagues across departments strengthened my ability to collaborate on cross-functional initiatives. This experience has expanded my leadership skills and reinforced my goal of advancing to an executive role within the Airports Authority.”
Wellness
In addition to financial stability, we prioritize the holistic well-being of our employees through our comprehensive benefits package, which grants access to affordable healthcare, fitness programs and employee assistance resources, aiming to support employees and their families.
• Prioritizing Preventative Healthcare: Employees of the Airports Authority, along with their eligible dependents enrolled in our medical plans, incur no out-of-pocket expenses for age-appropriate preventive care provided by an in-network healthcare provider.
• Fostering Wellness: Our Wellness-in-Action initiative incentivizes employees to pursue a healthier lifestyle by offering partial reimbursement for membership-related expenses incurred in approved fitness and weight management programs. In 2024, 273 employees actively participated in these programs, embracing a proactive approach to their well-being.
• Promoting Work-Life Balance: The Airports Authority prioritizes the well-being of its employees by offering a comprehensive Employee Assistance Program at no cost. This program extends support to employees and their families, covering a wide range of services including grief counseling, legal assistance, financial guidance, childcare and elder care resources and daily living assistance. These resources are invaluable in helping employees navigate life’ s challenges.
• Flexibility for Personal Life: The Airports Authority provides a robust paid-time-off program, featuring 12 holidays, annual leave and sick leave. Employees begin accruing leave from their first day of work, ensuring they have the flexibility to manage their personal and professional commitments. Furthermore, we offer paid military leave for all types of military service, demonstrating our commitment to supporting employees serving in the armed forces.
• Vaccination Initiatives: In 2024, the Airports Authority organized onsite vaccination clinics, providing 250 employees with convenient access to flu shots. These efforts were geared toward mitigating the spread and minimizing the associated risks of influenza illnesses within our workforce.
Zak Mawloud, Financial Management Division, IAD
COMMUNITY ENGAGEMENT | 2024 IMPACT REPORT 22
METROPOLITAN WASHINGTON AIRPORTS AUTHORITY