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重塑翱翔形象 - 環美航務的品牌升級與人才深耕轉型之路（2015–2019）
重塑翱翔形象 - 環美航務的品牌升級與人才深耕轉型之路（2015–2019）
Reimagining the Wings of Excellence - WFS Brand Transformation and Talent Development Journey (2015–2019)
Reimagining the Wings of Excellence - WFS Brand Transformation and Talent Development Journey (2015–2019)
在航空業這個以安全為最高原則、以效率作為核心競爭力的高度專業化行業中，地勤服務不僅承擔著機場日常運作的關鍵職能，更代表着航空公司與旅客之間最直接、最具體的第一接觸。對環美航務（Worldwide Flight Services, WFS）而言，2015 至 2019 年是一段關鍵的策略轉型期——企業選擇從內部扎根，向外延展，系統性地重塑品牌定位與人才體系。
面對香港國際機場客貨運量的持續攀升，以及業界對安全、服務質素與專業標準日益嚴苛的要求，環美航務正式啟動一場以「品牌形象升級」與「人才發展深化」為雙核心的企業變革工程，目標是由高效的營運執行者，進一步邁向業界標竿的塑造者。
In the aviation industry—where safety is paramount and efficiency is mission‑critical—ground handling services form the backbone of airport operations and represent the first and most tangible point of contact between airlines and passengers. For Worldwide Flight Services (WFS), the period from 2015 to 2019 marked a pivotal phase of strategic transformation. The organization embarked on a journey that began with strengthening its internal foundations and extended outward to redefine its external brand presence.
Against the backdrop of rapidly growing passenger and cargo volumes at Hong Kong International Airport, and rising industry expectations for service quality and safety standards, WFS initiated a comprehensive transformation anchored on two strategic pillars: brand image enhancement and talent development. The objective was clear—to evolve from a highly efficient operational executor into a recognized industry benchmark and thought leader.
由源頭出發：建構產學共融的人才供應鏈
由源頭出發：建構產學共融的人才供應鏈
品牌的轉型，始於對未來的投資。環美航務深信，年輕人才是推動行業演進與組織創新的關鍵動能。因此，公司突破傳統招聘模式，主動與本地多間大專院校建立長期合作關係，將企業文化、行業視野與實際業務體驗引入校園。
合作院校涵蓋本地具代表性的教育機構，包括 HKU SPACE、香港公開大學（現都會大學）、香港中文大學，以及培育大量前線專才的 VTC 與 YMCA College of Career。相關合作不僅限於招聘宣傳，而是深入至暑期實習、畢業培訓生計劃及職涯探索層面。
透過沉浸式實地體驗，學生得以走進停機坪、及旅客服務前線，在專業導師指導下親身理解航空地勤服務的實務運作。此舉不僅為企業建立可持續的人才管道，更成功將航空地勤業「專業、多元及具發展前景」的正面形象帶入社會視野。
Talent at the Source: Building a University–Industry Talent Ecosystem
Talent at the Source: Building a University–Industry Talent Ecosystem
Brand reinvention begins with future investment. WFS recognized that young talent is a critical driver of industry innovation and organizational sustainability. Moving beyond traditional recruitment practices, the company proactively established long‑term partnerships with a wide range of tertiary institutions in Hong Kong, integrating corporate values, industry insight, and practical exposure into the academic environment.
Partner institutions included HKU SPACE, the Open University of Hong Kong (now Hong Kong Metropolitan University), The Chinese University of Hong Kong, and vocational education leaders such as VTC and YMCA College of Career. These collaborations extended beyond recruitment promotion to encompass structured internship programs, graduate traineeships, and career development pathways.
Through immersive, on‑site learning experiences, students gained direct exposure to ramp operations, and passenger service areas under the guidance of experienced mentors. This approach not only developed a sustainable talent pipeline for WFS but also reshaped public perception of the ground handling profession as professional, diverse, and offering strong career prospects, attracting a new generation of aviation professionals.
善用媒體影響力：塑造行業觀點與未來敘事
善用媒體影響力：塑造行業觀點與未來敘事
在對內建立實力的同時，環美航務亦積極透過媒體平台，拓展品牌影響力。企業邀請權威求職媒體《Job Market》、《招職》及《Recruit》進行深度專訪，從產業角度探討航空業的未來發展與人才需求。
專訪內容聚焦於三跑道系統、智慧機場發展，以及全球貨運與電子商貿趨勢，並展示地勤人員角色如何由傳統體力勞動，進化為結合科技操作、數據意識與專業協作能力的複合型專才。透過此類前瞻性對話，環美航務成功塑造其作為行業趨勢參與者與引領者的品牌形象。
Strategic Media Engagement: Shaping Industry Narratives and Future Opportunities
Strategic Media Engagement: Shaping Industry Narratives and Future Opportunities
Alongside internal capability building, WFS leveraged media platforms to enhance brand visibility and credibility. The company invited leading recruitment publication Job Market, JiuJik and Recruit for an in‑depth feature exploring the future of aviation career opportunities.
The coverage addressed major industry developments such as the Three‑Runway System, smart airport initiatives, and the growth of air cargo and e‑commerce. It highlighted how ground handling roles were evolving from labor‑intensive functions into professional positions requiring technological proficiency, data awareness, and advanced communication skills. Through such thought‑leadership engagement, WFS positioned itself as an active contributor to industry evolution rather than merely a manpower provider.
以榮譽為背書：社會責任與人才投資的成果驗證
以榮譽為背書：社會責任與人才投資的成果驗證
2015 至 2019 年期間，環美航務連續四年榮獲「商界展關懷（Caring Company）」及「ERB 人才企業嘉許計劃（Manpower Developer Award Scheme）」，充分反映企業在社會責任與人才培育方面的長期投入與制度化成果。
這些獎項不僅是對企業關懷文化與培訓體系的肯定，更成為品牌信譽的重要支柱，向客戶、合作夥伴及潛在員工清楚傳遞「重人才、可持續、具社會責任感」的企業承諾。
Recognition and Trust: External Validation of Corporate Values
Recognition and Trust: External Validation of Corporate Values
Between 2015 and 2019, WFS was consecutively recognized for four years with two prestigious awards:
“Caring Company” and the "ERB Manpower Developer Award Scheme".
These accolades reflected WFS’s sustained commitment to corporate social responsibility, employee well‑being, and systematic talent development. They served as powerful endorsements of the company’s brand promise—underscoring WFS as a responsible, people‑centered, and future‑ready organization in the eyes of employees, partners, and stakeholders alike.
由內而外的能力建設：三層式整合培訓體系
由內而外的能力建設：三層式整合培訓體系
為全面支撐品牌升級，環美航務同步重組內部培訓架構，建立由「基礎培訓」、「員工發展」與「安全培訓」構成的三層一體體系，涵蓋不同層級與職能需要，確保人才發展具系統性與可持續性。
Strengthening the Core: A Three‑Tier Talent Development Framework
Strengthening the Core: A Three‑Tier Talent Development Framework
To support its brand repositioning, WFS restructured its internal training architecture into a comprehensive three‑tier framework comprising Foundational Training, Employee Development, and Safety Training. This integrated system addressed operational requirements across all levels while ensuring alignment with organizational values, leadership capability, and regulatory standards.
賦能前線管理：落實 Train-the-Trainer 機制
賦能前線管理：落實 Train-the-Trainer 機制
為配合機場 24/7 全天候運作需求，企業推行 Train-the-Trainer 計劃，將經驗豐富的前線主管培育為內部導師，強化即時在職指導與知識傳承，確保服務與安全標準在任何時段均保持高度一致。
Empowering the Front Line: Implementing the Train‑the‑Trainer Model
Empowering the Front Line: Implementing the Train‑the‑Trainer Model
To meet the demands of a 24/7 airport operation, WFS introduced the Train‑the‑Trainer program, equipping experienced supervisors and managers with professional coaching and instructional skills. These certified internal trainers enabled real‑time, on‑the‑job knowledge transfer across all shifts, reinforcing consistency in service quality and safety standards while strengthening team cohesion.
回顧 2015 至 2019 年，環美航務透過「對外連結」與「對內修煉」的雙軌策略，成功完成品牌與人才體系的關鍵轉型。這段深耕歷程，不僅鞏固了其於香港國際機場的領先地位，更為迎接航空業未來挑戰，奠定了最重要的兩項核心資產——人才與信譽。
From 2015 to 2019, WFS successfully executed a dual‑track strategy of external engagement and internal capability building, achieving a meaningful transformation in both brand positioning and talent infrastructure. Through deep collaboration with academic institutions, strategic media exposure, sustained recognition, and a robust people development system, WFS laid a solid foundation for long‑term leadership at Hong Kong International Airport.
More importantly, this transformation equipped the organization with its most valuable assets for the future of aviation: talent and trust.
相片來源 Photo Resources: WFS
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