Corporate Plan 2020–2021

westernsydney.com.au Chair and CEO message

Maximising Western Airport’s success depends on support and collaboration from our stakeholders and the community. Paul O’Sullivan Simon Hickey Chair CEO

As we work together to deliver a world-class airport precinct, our people are inspired by our organisation’s clear vision – to be the catalyst for Western Sydney to prosper.

e’re proud of our thousands of people, with flow-on From our almost 200-hectare team’s strong benefits to hundreds of supplier on-site business to our sense of purpose businesses that will then support terminal plaza and cargo precinct, and continued even more jobs. the opportunities for Western commitment to this Sydney International to create jobs Wproject’s successful delivery, despite Our local employment targets and business opportunities for the confronting and challenging mean that at least 30% of the the will extend far beyond circumstances that overwhelmed direct jobs during the airport’s passenger operations. the world in 2020. phase will go to Western Sydney residents. When More than any other infrastructure As our nation rebuilds following Western Sydney International project, maximising Western the COVID-19 pandemic, the role of opens, this will increase to ensure ’s success depends major infrastructure projects like at least 50% of our team are from on support and collaboration ours as economic stimulus is more the local region. from our stakeholders and the critical than ever. Our Corporate community. Plan outlines our ambitious way Our steadfast commitment to safety forward as we continue to develop underpins all our activities, both on Western Sydney International is Western Sydney International and off the construction site. the centrepiece of an even bigger (Nancy-Bird Walton) Airport under agenda for the region, with the Across the project, from our the leadership of our new Chief Aerotropolis and Western Parkland construction and office-based Executive Officer Simon Hickey, City set to create 200,000 jobs. teams to the executive leadership who brings more than 30 years team and the Board, our first duty We are proud to be a part of of commercial, aviation and is to take personal responsibility the network of federal and state infrastructure experience to for the safety of our workforce and government agencies, local the role. the community. councils and the private sector. As one of the largest earthmoving Together we are forging a path to As development of the physical acknowledges Aboriginal people challenges in Australian history an exciting future for the people of airport infrastructure accelerates, as the Traditional owners of the continues on the airport site, Western Sydney. our focus on building Western this financial year we are set to Country on which we work and Sydney Airport’s commercial award our terminal construction live. We acknowledge the Dharug enterprise will also shift into a contract and significantly advance higher gear. nation as the Traditional Owners of procurement of the two remaining Paul O’Sullivan Country on which the Western Sydney major works packages: landside This year, we’ll leverage the Chair International (Nancy-Bird Walton) civil and building works, and airside experience of our team and the Airport is being constructed. We pavements and civil works. insights gained through our 14 airline, air cargo and industry pay our respects to their Elders past, This will bring us closer to our peak partners. This will allow us to construction phase, which is due present and emerging, and extend significantly advance planning to start around the second half Simon Hickey that respect to all Aboriginal and for the many commercial of 2022. This is when the project CEO opportunities on the airport site. Torres Strait Islander people. will provide direct employment to 2 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 3 Our Board of Directors

Mr Paul O’Sullivan Chair and Non-executive Director

Paul is the first Chair of the Western Colonial Group and the Royal Dutch Sydney Airport organisation. He was Shell Group in Canada, the Middle East, Ms Anthea Hammon Ms Christine Spring Mr John Weber appointed in August 2017, and is also and the United Kingdom. Paul Non-executive Director Non-executive Director Non-executive Director (appointed November 2017) (appointed August 2017) (appointed November 2017) the Chair of Singtel Optus Pty Ltd. is also a Director on several Boards including Coca-Cola Amatil Ltd, the Before joining us, Paul was the CEO National Disability Insurance Agency, Anthea is the Managing Director of Christine is an expert in aviation John is Chair of Airservices Australia of Singtel Group (Consumer) from ANZ, St Vincent’s Health Australia Scenic World, a third-generation infrastructure development and as well as a Director on several 2012–14, and the CEO of Optus before and St George & Sutherland Medical family business that has operated in airport operations, as well as a civil Boards. These include Australian that. Before those roles he worked in a Paul O’Sullivan Research Foundation. the Blue Mountains for over 70 years. engineer with over 20 years of Maritime Systems Group and Dimeo range of senior positions within Optus Chair and Non-executive Director experience. Group. and in management roles with the As head of Australia’s most visited privately-owned tourist attraction, She has both Australian and John is also on the Global Advisory and as a mechanical engineer, she international experience in aviation Board of Elevate Services, a global has played a leading role in driving infrastructure delivery, including technology and consulting company, the company’s strategy of investment in New Zealand, the United Arab and on the Advisory Board of RedEye and growth. She also brings 15 years Emirates, and the Pacific Apps, a digital technology business. of knowledge and experience in the Islands. Christine is also a Director He was Chief Executive of Minter tourism industry with her. of Auckland International Airport, Ellison and later a Managing Partner Unison Networks Ltd and Unison and member of the international Anthea is also a Director of Contracting Services Ltd. In executive of DLA Piper. John has Scenic World’s parent company December 2019, she also became worked extensively in industry and Hammons Holdings, which operates Chair of Isthmus Group Ltd. government across a diverse range of BridgeClimb on the Sydney Harbour sectors, including transport, defence, Bridge. Beyond this, Anthea is infrastructure and financial services. the Vice President of the Blue He brings considerable Board Mountains Accommodation and experience from his roles in several Tourism Association, Director of Blue public, private and not-for-profit Mountains Economic Enterprise, and Mrs Fiona Balfour Mr Tim Eddy Mr Vince Graham AM organisations. she previously served as Director of Non-executive Director Non-executive Director Non-executive Director Amusement, Leisure John holds a Bachelor of Laws from (appointed August 2017) (appointed August 2017) (appointed November 2017) and Recreation Association. the Australian National .

Fiona’s executive career was Tim has over 30 years’ experience in Vince brings over 30 years of in aviation, information and leading and managing in professional experience in senior and chief telecommunication services, services environments, including executive roles in infrastructure and distribution and logistics. She is an most recently as Managing Partner public transport. He has considerable independent Non-executive Director Operations, at Ernst & knowledge of infrastructure projects for Western Sydney Airport and Young. Throughout his career, he in NSW, having been CEO of Airservices Australia. She is also a has developed expertise in a range Networks NSW and RailCorp NSW. Nominee Director for the Public Sector of areas. These include global and At the latter, he was responsible Despite the challenging and unprecedented time Investment Board of Canada at both national transformation and change, for the $30 billion public-private facing the aviation industry, the Group Land Services South Australia and developing new service offerings, partnership Waratah train project. remains committed to working collaboratively Airtrunk Limited. growth strategies for business with Western Sydney Airport. Such collaboration Vince also sits on the Board of the operations, risk management and Fiona is a Member of Chief Executive Australian Rail Track Corporation will ensure we have a competitive and vibrant governance best practice, and driving Women, and a Fellow of the Australian and Western City & Aerotropolis Australian aviation industry into the future. sound financial outcomes. Institute of Company Directors, Authority. A lifelong resident Alan Joyce, Chief Executive Officer Monash University, and of the Royal Tim holds several Non-executive of Penrith, he brings his strong Qantas Group Aeronautical Society. In 2006 she was Board roles. He is a Fellow of the connection to Western Sydney to awarded the National Pearcey Medal Chartered Accountants Australia our organisation. for ‘Lifetime Achievement to the and New Zealand and a graduate of Information Technology Industry’. the Australian Institute of Company Directors.

4 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 5 1. Our direction 2. Our current operating context

Our industry tackled some immense obstacles this year, Purpose first with the bushfires and then the COVID-19 outbreak. To generate social and economic prosperity by working together Both these issues affected the domestic economy, but the to safely deliver a thriving airport precinct in Western Sydney Australian community is resilient, and so are we. We are focused on maintaining our long-term strategic plans and Core values Culture preparing for when the aviation industry starts to grow again.

Resilience despite the COVID-19 storm This pandemic has sent shock waves Safety Inclusion Courage around the world. The Western Empowered Sydney Airport team, including our major works contractors took swift to deliver action to ensure that the project remained on schedule. Construction activity has continued on-site mostly as usual during this trying time. We Integrity Pioneering Passion have been able to do this by: • putting social distancing measures in place • adjusting rosters to keep each other safe Strategic outcomes • adding in extra hand-washing and hand sanitiser stations Consistent with the aviation industry globally, Australian airports and airlines have experienced significant business declines. International travel bans, state border closures and quarantine measures mean the industry is on pause. Deliver a world-class Delight aeronautical Innovate when it comes Embedded in our airport business that and non-aeronautical to revenue and cost community by being a However, we know air travel is deeply delivers on Shareholder customers of models and create catalyst for entrenched in Australian culture. And objectives Western Sydney business models Western Sydney’s since most international travellers prefer to fly to reach our shores, International centred on the end-user socio-economic we are confident that demand will We partner with Settlement Services International to mentor refugees and migrants in the community. development be back to normal by the time the airport opens in late 2026. Our airport is also important in helping to 1.5 million people likely to live in the ease congestion pressures on other Western Parkland City within the next Vision Australian capital city airports, which 20 years. We understand that our Western Sydney Airport will likely continue once the pandemic project will generate many jobs and has become a genuine, Gateway of choice to Australia and the world —­ has passed. that this will create such a positive economic impact for this vibrant committed and supportive Perhaps most importantly, the jobs connecting people, places and opportunity community. and investments our project is partner. Together we’re creating are now even more critical Connecting with people and making a meaningful impact for Western Sydney’s post-COVID-19 businesses in the area has given us on individuals and families recovery. valuable insights. These insights have The Directors of Western Sydney Airport present the 2020-21 Corporate Plan which has been prepared by WSA Co Limited (ABN: 81 618 from refugee and migrant then helped us to understand which 989 272) (Western Sydney Airport, WSA or the Company) for its Shareholder Ministers in the Finance and Urban Infrastructure portfolios. Positively impacting the Western developments will have the biggest backgrounds. This plan covers the period of 2020-21 to 2023-24 and is prepared in accordance with Section 95 of the Public Governance, Performance Sydney region and Accountability Act 2013 (PGPA Act). and fastest benefit for the region and Naushin Rahman, Corporate Partnerships Western Sydney is growing faster its employment opportunities. See and Fundraising Manager, than the rest of Sydney, with overleaf for more detail on this topic. Settlement Services International

6 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 7 Infrastructure’s role in rebuilding in Western Sydney. Despite the the economy infrastructure boom and the many other projects underway across NSW Infrastructure Australia – Australia’s and Australia, Western Sydney Airport independent infrastructure advisory continues to generate strong interest. body – has named our project as one This is the reason we have been able of only six high-priority infrastructure to attract high quality suppliers and projects. This is because Western team members to our project. Sydney International (Nancy-Bird Walton) Airport will not only solve Effectively working together Sydney’s long-term aviation capacity We need to work with many needs, but importantly will spark stakeholders to build a world-class much needed job creation, business airport that passengers and airlines opportunities and investment in the enjoy using, and which creates jobs region. and business opportunities across Australia is in the middle of an the region. Building an airport on time infrastructure boom. The Australian and on budget requires everyone Government is investing $100 involved to work together efficiently billion over 10 years in transport and effectively. infrastructure alone. The NSW That is why we will continue to Government is delivering the largest work closely with all three levels of transport infrastructure program in government, including: the state’s history, with $55.6 billion being invested over four years. • the Department of Infrastructure, Transport, Regional Development The ‘multiplier effect’ means that and Communications, and the every dollar invested in airports, Department of Finance roads, rail and other infrastructure projects is worth even more for • various border protection and the economy. Large infrastructure aviation safety and regulation projects mean there is work for agencies tradespeople and contracts for • the NSW government and state businesses of all sizes, many of government agencies such as them small or medium family-owned Transport for NSW, Western operations. These workers and Sydney Planning Partnership and businesses then spend this money the Western City and Aerotropolis across the economy, multiplying the Authority benefits of the original infrastructure • local governments across Western investment. This means infrastructure Sydney will play a key role in rebuilding both the national and state economies. This is in addition to Western Sydney’s business and community So now, more than ever, investment sectors, to ensure the region gets the in construction and infrastructure most out of the airport. projects like ours is essential. The airport is the catalyst for several transport and roads infrastructure projects in the region. They are each in various stages of planning and construction, but will all have a Penrith is excited to be on positive effect on accessibility in and the doorstep of the most around the airport. These projects transformative infrastructure include: project Western Sydney has • the seen. As the closest city • upgrades to roads around the airport centre to the airport, and delivered through the Western connected by the Sydney Sydney Infrastructure Project Metro – Western Sydney • the upgrade of Elizabeth Drive Airport from day one, Penrith • the – Western Sydney has a front row seat to Airport rail line boundless opportunity. These projects alone represent Warwick Winn, General Manager more than $15 billion of investment Penrith City Council The construction of Sydney’s new airport 8 Western Sydney Airport I Corporate Plan 2020 – 2021 is creating local job opportunities. Western Sydney Airport I Corporate Plan 2020 – 2021 9 3. Our strategic priorities

Areas of focus Earthworks • constructing temporary site facilities Construction site management construction phase, but also into We will also keep playing a role in (such as site offices, car and airport operation and beyond. developing the Western Sydney Before we can start building, we Bechtel, our delivery partner is a Based on our operating context for access roads) as the project grows region. Western Sydney International need to move earth, add drainage key part of our team and they will During the major earthworks phase, the coming year, our three key areas Airport is a catalyst for bringing the and evolve the site into a safe, smart • installing permanent and temporary continue to support us in managing we will monitor how well we are of focus are: Western Parkland City vision to life. construction zone. We broke this drainage the construction site. They work with delivering the nine Construction • building the infrastructure work down into two phases: Finding future construction partners us to help responsibly manage the Environmental Management Plans Additionally, we will work hard • building the business project’s budget, timing, risk and (CEMPs). Additionally, we will during the period on commercial • early earthworks (now complete) Over the coming year our procurement • building your future quality, as well as: integrate lessons learnt during activities, the path to operations and • major earthworks focus will be bringing onboard an the early earthworks phase, so we a technology plan that differentiates experienced, capable and safety- • site health and safety These areas align to our purpose The major earthworks phase includes: continuously improve. the airport. This work will feed and help us achieve the strategic focused construction company to start • environment directly into the infrastructure We will also check that we meet all results we detailed in Section 1. We • physically moving just over 23 million work on building our terminal. • engineering delivery contracts we need to award, will undertake key activities within our cubic metres of earth (around two regulatory compliance requirements We will also start the search for • construction partners and determine our overall business areas of focus, as outlined below. thirds of the overall site) to flatten and the original environmental plans construction industry partners for the model over time. the ground for constructing the Additionally, Bechtel is our project set out for this project. two remaining major work packages: 3.1 Building the runway, terminal and other key parts management partner for this Accomplishing all this is the basis landside civil and building works, and of the airport precinct. Together ‘definition’ phase of the project, for our new performance outcome: infrastructure airside pavements and civil works. with early earthworks, this amounts which we expect to finalise by the 3.2 Building the business Developing the business (see This focus area is about building to 25 million cubic metres of earth end of 2020. This is when we will This focus area is about defining Section 6). the airport precinct, including the moved on site have the terminal and wider airport what our business will look like when terminal, runway and other aviation precinct fully designed. the doors (and skies) open in 2026, infrastructure, as well as our on- • surveying, investigating and carrying and beyond. Western Sydney Airport airport business park and internal out salvage works Bechtel has been pivotal in helping us will be a business focused on three roads. It is a huge undertaking, but we • removing existing roads, fencing to define all major project design and separate areas: are thrilled to be more than 18 months and redundant electricity, gas and construction contracts. water cables and pipes into construction and building toward Environmental focus • airport owner and operator our peak construction period. • property developer Protecting the environment is a • customer service provider Key project milestones and activities must – not only throughout the

2020–21 2021–22 2022–23 2023–24 Key business milestones and activities Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2020–21 2021–22 2022–23 2023–24 Bulk Earthworks Practical Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 completion

Continued achievement of commercial milestones

AIRSIDE CIVILS AIRSIDE Package 1C EARTHWORKS AND AND EARTHWORKS Contract On-site works

award commence COMMERCIAL

Main Works Formal agreement Develop a roadmap Achievement Package 2 established between (scope, milestones, of milestones Contract Construction WSA and AsA, CASA resources) for set out in ORAT award commences and AMS to work integrated planning roadmap collaboratively on with AsA, CASA airport infrastructure and AMS OPERATIONS* Baggage Handling certification TERMINAL AND AND TERMINAL

SPECIALTY WORKS SPECIALTY System Contract Construction award commences Approval of Airport Achievement of technology plan milestones set out Main Works and technology in technology plan Package 3 Contract Construction roadmap and technology WORKS award commences TECHNOLOGY roadmap AND BUILDING AND LANDSIDE CIVIL CIVIL LANDSIDE *WSA - Western Sydney Airport For each of the key packages, a range of enabling functions will be carried out in order to support and ensure successful AsA - Airservices Australia and effective completion. CASA - Civil Aviation Safety Authority AMS - Aviation and Maritime Security ORAT – Operational Readiness, Activation and Transition

10 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 11 Airport owner and operator are available for the airport, other 3.3 Building your future businesses on the site, and the We know that, as an airport owner region. This focus area is all about you and and operator, we want to provide your future. As the project ramps up, airlines with: we understand the community wants • 24/7 curfew-free slots to learn more about the airport, its • less terminal and airside congestion benefits and impacts, and how it will be a sustainable part of Western • many ways for passengers, cargo, Sydney’s future. people and employees to connect to the airport We know this must be a meaningful, two-way conversation, so we are Beyond this, we will continue determined to make sure there are to engage with the people and many ways you can ask questions organisations who will use the airport. about what the airport will mean for We have already gained valuable you and your family. insights from discussions with over 60 airlines and airports, and many Community other aero and non-aero businesses. We are building Western Sydney’s In the year ahead, we will use these Customer service provider airport, so it is important to us that insights to inform the design of our we contribute to the community’s We want to delight every customer airport, transport networks, social fabric and play a part in giving who interacts with the Western spaces and business. the people of Western Sydney the Sydney International (Nancy-Bird opportunities they deserve. Property developer Walton) Airport. To do this, we are Visitors to our Experience Centre at Luddenham can learn about Sydney’s new airport and see it being built. designing a customer journey that We want to provide the best focuses on: We invite you to our Western Sydney Hawkesbury Show to the Festival Our project is closely associated with opportunities for businesses in line • speed International Experience Centre to of Fisher’s Ghost, as well pop-up the Western Sydney City Deal – a with planning efforts for the broader make your way through a series of stands at shopping centres and historic agreement between eight Western Sydney region. We have • great service interactive displays. You will learn other popular locations. local councils and the state and gathered feedback from our airline, • cost-effectiveness about our region and its people, and federal governments. The City Deal will • keeping school students engaged. cargo, community, retail and business understand the opportunities that maximise the benefits of the airport • fitness for the future Whether we are visiting local partners. Their feedback will provide Sydney’s new airport will create. The through supporting infrastructure, schools to talk about construction input into the development of further During the period, we will define Experience Centre offers a great view environmental, educational, liveability safety, attending careers expos plans to meet their property needs in how this will come together. We plan of the earthworks project and the and a multitude of other initiatives. to talk about airport jobs of the a commercially attractive way. to anchor our business operations future airfield too. around our customers: passengers, future or welcoming excursions to Sustainability Western Sydney International is airlines, cargo companies, aviation We have welcomed over 6,000 the Experience Centre, we want the catalyst for Western Sydney’s We understand that our community, service providers, retailers, property people to the centre in its first six to make sure the region’s young socio-economic development, and as well as our future passengers and managers and developers. We will months, and their feedback and people know what the airport property planning plays a critical role. airline and cargo customers, expects also leverage marketing strategies insights will help us deliver an even means for their future. In the coming year, this planning will the airport to be sustainable. So, in the that are based on customer and better experience this year. begin to focus on specific aspects We are continuing to roll out our coming year, we will continue to work market research, ensuring a such as ensuring utility (for example, We are also engaging with the Aboriginal Engagement Master Plan with designers and engineers to keep customer-focused conversation can electricity and water) connections community in many other ways: in the coming year to proactively sustainability in mind throughout: take place. ensure that building and operating • our dedicated on-site community • airport design the airport provides opportunities engagement team. They are in for First Australians. More than this, • construction charge of communicating closely we want to ensure that the project • operations (once we open) with communities around the respects and honours past, present site, and answering questions in Our commitment to the Infrastructure and future Aboriginal culture. Driving person or via our telephone and Sustainability Council of Australia Aboriginal engagement in business, email contact channels, but most (ISCA) and Green Star ratings education and employment, and importantly, ensuring we remain a also means ensuring main works including Aboriginal perspectives considerate, proactive neighbour. contractors have a proven in Western Sydney International’s sustainability track record before we • working with the Forum on Western design is an ongoing priority for award them the job. Sydney Airport (FOWSA). This our team. In the coming year, initiative links the community, the we will also focus on proactively Initiatives will include ensuring government and our organisation managing our partnerships with mobility-impaired passengers feel during these planning and government, industry and community welcome and providing a seamless, construction phases. stakeholders. These groups are efficient airport experience for equally focused on driving economic both passengers and airlines. These • setting up information stands and social prosperity in Western initiatives will help us to achieve the around Western Sydney. You will Sydney. strategic priority of delighting our see us at local events, from the customers (see Section 1). We engage with the community about their airport at local festivals like Campbelltown’s Festival of Fisher’s Ghost.

12 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 13 4. Our people and capability 5. Managing our risk

Western Sydney International Airport will be a major catalyst for growth We aim to create a strong, positive risk culture – one that promotes an open, and development in the region. One of our important objectives is to proactive approach to managing risk, especially on a project of our size. establish our organisation as an employer of choice by continuing to create To foster this culture, our Board of • Health, Safety and Wellbeing: • Cyber Security: risks from breaches a safe, engaging, productive and flexible working environment. Directors and management team risks affecting the health, safety of, or attacks on, our information are committed to implementing a and wellness of our employees, systems We are committed to ensuring strong risk management framework contractors and the communities in • Technology: risks that threaten, or that the airport generates the right WSA has committed to ambitious workforce targets as set out in the that considers both threats and which we operate are as a result of, the technology economic and social benefits for the table below. opportunities. This approach allows • Environment: risks affecting our environment region by: us to identify, assess and manage Workforce Target *A diverse workforce, impact on the environment • using local suppliers and employing includes participation risk across the company. It also aligns • Design and Delivery: risks affecting local resources where possible and Residents of Western Sydney 30% during of priority jobseekers with our commitment to a culture • Sustainability: risks affecting our our ability to deliver the project to cost-effective construction and under-represented that prioritises and values safety ability to achieve sustainability scope, on time and within budget 50% during groups in the industry across all aspects of delivery and objectives • creating opportunities for • Operations: risks affecting our Indigenous workforce and suppliers, operations including women in non- operation. traditional roles, women in • Governance, Legal and ability to operate the business learning workers, including Indigenous workforce 2.4% The COVID-19 pandemic has severely Compliance: risks affecting internal leadership, economic and In addition, a key part of our trainees, apprenticeships and disrupted the aviation industry as governance processes, fraudulent Diverse workforce* 7.6% socially disadvantaged management structure is the Audit workers training to upgrade their people, and people with a well as the economy and society or corrupt behaviours and meeting and Risk Committee. This committee qualifications and skills Learning workers 20% disability. more generally. The uncertainty regulatory compliance sets out the charter for managing • collaborating with the education looks set to continue for some time • Strategic: risks affecting the risk in each of the areas above, and sector, including TAFE, university, to come. Whilst the domestic path delivery of our strategy and overall assesses new risks brought to their and Registered Training to recovery is becoming clearer, the business success attention. Organisations (RTOs) where future development of international appropriate and the impact on airlines and • Financial: risks affecting We aim to manage and control • encouraging a diverse workforce, airports remains cloudy. In response shareholder value and our project’s all risks to minimise any negative including women in non-traditional to COVID-19, we developed a or business’s overall financial impact, and our approach allows us roles, women in leadership, socially business continuity plan which seeks stability to understand foreseeable risks so to maintain the momentum of the that effective decisions can be made and economically disadvantaged • Commercial: risks impacting our project whilst safeguarding the despite uncertainty. This kind of people, and people with a disability revenue and the value of both the safety of our employees, partners, effective risk management is essential • continuing to partner with business and the airport contractors and the general public. for any organisation’s success, and for construction contractors to develop We will continue to capture and • Stakeholder and Reputation: successfully delivering any project. innovative programs assess information and adjust our risks affecting community and In managing our risks, we strive to With safety as our highest priority, we plans, both in terms of project stakeholder expectations and the meet the highest standards through will continue our employee wellness delivery and ensuring the airport ability to build the good will of the our framework, which is why we hold programs and activities. We will design accommodates changing organisation also keep building a workplace that requirements. ourselves to AS/NZS ISO 31000:2018 fosters a growth mindset, flexibility • People and Capability: risks Risk Management – Principles and and high performance. This is an We manage a robust risk profile and affecting how we attract and retain Guidelines on implementation approach that centres on results and have established control frameworks talent, and our employees’ ability to (ISO 31000), an internationally brings our values of safety, integrity, for risks that have the potential to do their jobs benchmarked standard. inclusion, pioneering, courage and affect the company’s performance. These risk areas include: • Security: risks affecting our physical passion to life. security management and business As a result, we will develop a high- resilience performing, capable and agile workforce that is ‘empowered to deliver’.

Western Sydney International Airport was introduced to the world’s airlines as a new approach to Sydney at the World Routes Conference in Adelaide.

14 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 15 6. Measuring our performance

To ensure we are holding ourselves important to track how we are • environmental performance accountable against our strategic performing against the following • community engagement priorities (see Section 1), we have areas: We track both financial and set a range of performance • safety record non-financial performance because measurements and targets. • employee engagement both dimensions are critical to our success. We will then review our In the coming year, it is important • infrastructure delivery to align these performance performance against these targets • building the business measurements with the project’s each year, to make sure we remain early delivery phases. It is particularly • financial performance focused, relevant and effective.

Performance outcome Measure/Target Safety record Measure: 2020-21 target: 2021-22 onwards: This measures our success in Total Recordable Injury TRIFR < 5* TRIFR < 5* cultivating and reinforcing a Frequency Rate (TRIFR) safety-first, prevention and protection mindset amongst our employees, contractors and *Industry benchmark *Industry benchmark consultants. Employee engagement Measure: 2020-21 target: 2021-22 onwards: This measures our success in Employee engagement Uplift to 3% above Annual uplift engaging with the team, fostering score the Australian in employee agility, engaging leadership, talent benchmark engagement score focus and commitment to roles. Infrastructure delivery Measure: 2020-21 target: 2021-22 onwards: This measures our success Completion of key project Completion of Completion of in achieving the key project milestones within the infrastructure infrastructure milestones for building the specified timeframes delivery priorities delivery priorities for infrastructure laid out in this plan. for the financial the relevant financial year year

Environmental performance Measure: 2020-21 target: 2021-22 onwards: This measures our success Prevention of material Nil Environmental Nil Environmental in effectively executing the harm to the environment Protection Protection Orders Construction Environmental Orders issued issued by the Airport Management Plans (CEMPs) by the Airport Environment Officer throughout the delivery phases of Environment the airport. Officer Developing the business Measure: 2020-21 target: 2021-22 onwards: This measures our success Completion of key Completion of Completion of in achieving the key business business milestones within business priorities business priorities milestones for building the the specified timeframes for the financial for the relevant business laid out in this plan. year financial year Community engagement Measure: 2020-21 target: 2021-22 onwards: This measures our success in Community engagement Maintain at least Maintain the index engaging with the community index the 2019-20 result at 65% or more and their subsequent awareness of 65% and support of Western Sydney International (Nancy-Bird Walton) Airport.

Financial performance Measure: 2020-21 target: 2021-22 onwards: This measures actual expenditure Variance to budget Expenditure within Expenditure within relative to budgeted forecasts. budget budget

The performance criteria in this Corporate Plan will be tracked internally and reported through the Annual Report process. The Company also monitors performance trends to ensure performance-related risks are identified in a timely manner and are addressed proactively. It is important to note that factors which are beyond the Company’s control may arise that impact achievement of the targets set out above however, WSA will mitigate these situations wherever practicable. Furthermore, it is expected that performance criteria will be refined and will evolve as WSA moves closer to operations in 2026. Creating an easy and seamless travel experience. 16 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 17 WSA Co Limited ABN 81 618 989 272 PO Box 397 Liverpool NSW 1871

westernsydney.com.au

18 Western Sydney Airport I Corporate Plan 2020 – 2021