2018–19 Corporate Plan The plan is presented for tabling in both Houses of Parliament of the Commonwealth of Australia.

ISSN 1325-2755 (print) 2207-5925 (online)

© Airservices Australia 2018

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Web address of this report: www.airservicesaustralia.com/publications/corporate-publications/ strategic-planning Contents

Letter from the Chair 2

Our purpose 4

Plan on a page 5

Outlook 7

Strategic pillars and enterprise initiatives 14

Performance 30

Five-year corporate financial plan 34

Risk oversight and management 37

Appendix A: The Board’s Statement of Intent 42

Appendix B: Ministerial Directions 49

List of acronyms 50 I, Air Chief Marshal Air Chief Angus Sir I, as Chair AK, (Ret’d), AFC Houston Airservicesof present Australia, Airservicesthe 2018–19 Australia which the Plan, Corporate covers 2022–23, to periods 2018–19 of under section 35(1) as required Public the Governance, of (b) Performance and Accountability the of and Section 13 2013 Act Air Services 1995. Act Building on the significantwork done fundamentals business our on internally a new operating model, in 2017–18—with matched with updated organisational values centricity and customer (championing innovation) andreturn a a sustainable to financial position,we are both optimistic and focused on preparing for this future. wereIn we February pleased to 2018, make a significant advance this into rapidly changing environment, with the signing of the OneSKYcontract deliver to the most advanced air traffic control system in the world. This milestone is significant—many years in the making, in collaboration with the Department Defence, of it signals the achievement civil of military air traffic harmonisation in our region. This is the most important development in the safe management skies Australia’s of since the dawn Australian of aviation. Work is well underway, with the benefits being delivered progressively over the roll-out period. I am pleased present to the Airservices has Plan This Plan. Corporate 2018–19 particular significancefor me as it my is last as Chair Airservices of Australia. It provides a blueprint be passed to the on next to generation leaders of as they support our customers navigate to an exciting future. This Plan outlines year’s how Airservices laid foundations strong the on building is in recent years, evolve support how we to our customers and industry meet to both current and future needs, in a rapidly environment. changing aviation The factors influencing air space management over the next fiveyears have never been so diverse, complex or exciting. Aviation has always been an industry that thrives on innovation, but the coalescence of globalisation advancements, technological is expectations customer increased and in context unprecedented an providing which must we continue deliver to safety serviceand excellence. Letter from the Chair

2018–19 2 Corporate Plan 2018–19 Plan Corporate

OneSKY is our most important platform As we are funded by the industry, we remain 3 from which to deliver value to our ever cognisant of our duty to provide customers, and this Plan speaks to how value, through valued services, efficiently we will achieve that now that OneSKY is delivered. We are pleased that our prices a reality. As always, customer needs are have been held unchanged for three years, prime, and customer centricity is embedded reflecting the value delivered from our in both the Airservices' values and internal efficiency improvements. This Plan operating model. demonstrates our commitment to continue to deliver that value, and look to innovate Customer-centricity will continue to and improve, all at no additional cost to drive decision making in both the Service industry—clear evidence of our commitment Excellence pillar (delivering with excellence and capability to achieve continuous what we do now) and Service Innovation improvement through a customer value lens. pillar (new ways to deliver, and new service areas to add value) of our 2018–19 This year you may notice that we are Corporate Plan. expanding the frame of reference of our Corporate Plan so that it presents a more While firmly focused on the delivery of comprehensive picture of the full range of OneSKY for our customers and partners, activity Airservices undertakes, not just a we are also preparing for the future context view of in-train initiatives and projects. in which it will be delivered. I am proud of the depth and breadth of That means working with industry what this organisation has achieved, and to understand the changes we are all delivers on a day to day basis. Our vision for facing. It means bringing an expert voice the future is laid out in the following pages. to regulatory and policy considerations, I have been privileged to lead as Chair of and sharing information and expertise to this great organisation for the last six years. enhance understanding, foster and grow I wish my colleagues on the Board, and civil aviation and provide the opportunity every individual at Airservices, all the best for further innovation. These elements are as they work to deliver on this plan and fulfil captured in the Industry Leadership pillar the ongoing potential of Airservices to add of our strategy. real value to aviation in Australia, our region, and beyond. Of course, the basis from which we will achieve these ambitions is the organisation – the people, culture and processes that facilitate the outcomes we exist to deliver. We need to continue to build a culture founded on the pride and sense of responsibility that we all have in the important work we do, Air Chief Marshal Sir Angus Houston and engage our people within an agile and AK, AFC (Ret’d) technology-enabled organisation, ready to navigate future change.

. is to foster and promote civil aviation. aviation. civil promote and foster to is Public Governance, Performance and Our purpose is to provide safe, secure, efficient efficient secure, safe, provide to is purpose Our and navigation air responsible environmentally and valued are services that fighting fire rescue aviation industry community behalf on and aviation the by Air Services the under obligation legislative A key Act 1995 Ourpurpose of our owner, the Australian Government. Government. Australian the owner, our of requirements the with accordance in operate We and Act) (the 1995 Air Services the Act of the and in response to 2013 Act Accountability Expectations of Statement Government’s the strategic of a notice as issued A) (Appendix Airservices of Board Australia the to direction Act the of 17 Section under changing ever in an obligation this fulfilling In service our delivery environment, operating economic or become an operational not must industry. aviation the of growth the to impediment

2018–19 4 Corporate Plan Plan on a page

Purpose To provide safe, secure, efficient and environmentally responsible services that are valued by the aviation industry

Vision We are valued and recognised as We are a valued provider of an industry leader in the provision effective and efficient aviation of safe and innovative services rescue fire fighting services

Strategic pillars and initiatives

Service Excellence Service Innovation Industry Leadership Organisation Agility • OneSKY program • Airport Collaborative • Fostering and • People • Supporting increased Decision Making promoting civil aviation • Digital capability airport capacity • Long Range Air Traffic • Cyber resilience • Digital Aerodrome Flow Management Services • Network management • Environmental impact • Information strategy of aircraft operations implementation • New services Performance outcomes

Safe and secure Valued and accountable Efficient and commercial Innovative Our most important We deliver services We make customer-centric We embrace and invest consideration is that are valued by and commercially rigorous in innovation to build the always the safety of our customers and decisions and commit Airservices of tomorrow air navigation are environmentally to continually improving responsible the way we do business

KPIs

Significant Lost Arrival attributable time injury Industry Net profit Return airborne safety frequency advocacy after tax on assets delay occurrences rate

Total cost per Employee Inclusion instrument engagement index flight rules index flight hour

Performance criterion: Safety Industry outcomes Financial stewardship Organisational capacity Business operations efficiency. Icons indicate pillar’s relationship to performance outcomes

1 | Outlook 2018–19 Plan Corporate

With the operating environment for global Air 7 Navigation Service Providers (ANSPs) changing at such a rapid pace, we closely monitor emerging trends and developments so that we can continue to discharge our responsibilities to keep air travel safe, and support our customers with efficient services.

Our industry continues to grow— The global drone market is also by 2030, Australia’s capital cities will expanding rapidly. From 150,000 drones support 235 million travellers each year. globally in 2016; by 2031 there are The biggest growth is from China (5.6% expected to be 24 million drones in the growth per year), the rest of Asia (3.5%) skies. This growth will be accompanied and North America (4%). By 2035, over by an increase in economic activity, 130 million passengers from China with drone spending estimated to be and over 105 million passengers from over US$3.1 billion in Australia alone North America are expected to travel between now and 2021. to Oceania every year. As the global aviation market continues These forecasts are supported by trends to change, Airservices must evolve we have observed in our key market in order to continue to deliver on our segments over the past 12 months. purpose and vision. Early in 2018, Specifically, there has been an increase we signed the OneSKY contract to in the number of flights we manage in deliver the most advanced air traffic our emerging markets of North Asia and management system in the world. the Americas, and our traditional Middle We need to both deliver OneSKY Eastern market. and actively prepare for the future context in which it will be delivered. Further, Australia’s capital cities will support 2.3 times more passenger This year’s Corporate Plan explores movements from 98.3 million some of the emerging factors that are passengers in 2009 to 235 million shaping both what and how we deliver by 2029. This will be supported by to customers, so that as we plan for the nearly twice the amount of aircraft next five years (and the decades beyond movements from 1.09 million in 2009 that), we remain as relevant, efficient and to 1.7 million in 2029. valued as possible. 19.08% 6.19% 1.66% North Asia South-East Asia South-East Middle East and Africa and East Middle Period: February vs. February 2018 2017 2.04% 0.15% 7.15% Domestic NZ and Pacific Emerging market Traditional Market Traditional North and South America South North and

2018–19 8 Corporate Plan 2018–19 Plan Corporate Looking ahead—What is happening Significant increase in global in the aviation industry? traffic growth 9 Rapid disruption is occurring—our skies As the magnitude of air travel will start to look different between now continues to increase, airspace will and 2023, the five year period covered need to be harmonised across flight by this Plan. Technology is reshaping information regions to improve efficiency. how we perform our important roles in Air navigation services will be required air traffic control and aviation rescue and to be delivered based on operational fire fighting. The risk profile is changing. needs, rather than constraints of There will be more complexity, more national boundaries. These changing connectivity and more tools at our circumstances will require enhanced disposal to deliver innovative and cooperation between States and valuable outcomes. key industry players.

The key themes for our industry Providing support for airport (and their implications for ANSPs like infrastructure projects to release Airservices) over the next decade, incremental capacity and manage the for which we must prepare now, increase in traffic, which is currently are detailed in this section. causing capacity constraints, will continue to be required to manage the environmental and other impacts of an increasingly congested airspace. benefits.

Automation, digitisation and and digitisation Automation, intelligent systems will replace services aviation manual Artificial Intelligence (AI) and Virtual (VT)Technology thepotential have significantlyto increase operating Leveraging efficiency. technologynew improve opportunities to create will overall performance, productivity and as well as openingsafety, up potential these Integrating innovation. more for capability existing with technologies will increase complexity system and requires a measured transition between old and achieve new systems to intended The transportation ecosystem and evolving is chain value unique bringing are entrants New models business and propositions telcos and their communications(e.g. networks) the global to aviation market. Incumbents are looking expand to along manufacturersthe value chain (e.g. working with other players co-develop to self-navigating technology). Strategic for critical become will partnerships success. ANSP Industry players will provide race to by experiences customer end to end vertically integrating travel. Organisations will need data, and the business insights it provides, create hyper-personalised to services for customers. Airspace complexity is increasing increasing is Airspace complexity due to the number and type of operation in vehicles traditional decade, next the Over non- and haul) ultra-long (including alongside operate will vehicles traditional congestion the increasing other, each and complexity airspace. of Vehicles are expected occupy regulated to both and above (including airspace unregulated 65000 feet and below New 400 feet). models air of trafficare to likely emerge, the include models that including sharing economy. a of principle There is a growing requirement to uncontrolled and controlled integrate airspace ensure to safe air traffic congested increasingly within operation skies. ANSPs must work effectively with regulatory bodies balance to aviation industry growth and safety. proactively to ANSPs This require will form a forward-looking view on which change regulatory and policy accommodates anticipated growth, maintains and ensures safety, resilience security. and Availability and reliance on data exponentially growing is As data is able be more to readily captured, it will form an increasing support operational to role critical efficiency effectiveness.and Information management, and the insights it captures, will form core value businesses. to propositions

2018–19 Corporate Plan 10 2018–19 Plan Corporate What does this mean for Airservices? 11 We need to proactively assess and An emerging area of focus will be to adapt to these changes to ensure we evolve our information services, and continue to provide safe, secure, efficient build relationships with strategic partners and environmentally friendly services to across the value chain. the aviation industry. For our traditional, regulated services this means actively The growth of new, non-traditional supporting our customers to increase vehicles will also bring specific challenges capacity during all phases of flight to in how they should be managed and enable them to continue to optimise and safely integrated with existing traditional enhance the customer experience. operations. Over the life of this Plan, we will work closely with regulators, We will continue to support Australia’s our customers, government and non- investment in airport infrastructure traditional operators to ensure this and focus our efforts on improving important new segment of the aviation network efficiency to ensure we industry is supported to grow, safely. cooperatively support anticipated growth and complexity. Our investment in contemporary airspace design and new technologies such as OneSKY, Airport Collaborative Decision Making (A-CDM), and Long Range Air Traffic Flow Management (LR-ATFM) are key to achieving this outcome. our business. our With a new customer-centric operating model in place, reflected we on our core principles and, with the input of organisational our updated people, our values reflect to the more agile, centric customer and relationship-based cultural aspiration that had motivated change momentous such guided and in During 2017–18 with planned with During 2017–18 investments in OneSKY and new Airport as such technologies and Making Decision Collaborative Digital Aerodrome Services progressing, our organisation is now evolving its focus from internal efficiency to industry contribution. are now well placed We to deliver value through service excellence customers, our for innovation and helpto navigate them the challenges to and technology opportunities of and respond trends to in aviation and air safety globally. Building on our strong foundations laid in 2016–17, laid in 2016–17, foundations on ourBuilding strong future the to looks beyond and 2018–19 in focus our and Pillars Strategic our in Detailed industry. our of customers our what on focused are we Initiatives, and environment, operating our expect, and value technology of opportunities and challenges the globally. safety air and aviation in trends and 2 | StrategicPillars and Initiatives

2018–19 Corporate Plan 12 Our Values

We are proud of our people and our We We contribution We build innovate achieve for customer more relationships We are value together in on trust and authentic respect our actions

• We recognise, • We are • We put our • Our collective • We are committed acknowledge professional customers at efforts are more to our vision and celebrate our in our work the centre of powerful than achievements and interactions services and we any individual • We act with and milestones work to deliver integrity while • We encourage customer value • We cooperate delivering • We take pride in diversity and value across on our promises the contribution the difference • We empower our organisational we make and it makes to our people to exercise boundaries to • We know are confident in organisation good judgement achieve the best our roles and the capability of and develop better outcome accountabilities our people • We actively listen ways of working and how they to, communicate • We share contribute to our • We speak up to with and care for • We are resilient, knowledge success ensure we are just each other flexible and through clear as safe and secure we learn from communication, • We take tomorrow as • We support each mistakes to find foster collaboration responsibility and we are today. other to learn, solutions for and work towards are honest when grow, challenge our customers. a common goal. making tough and change. decisions.

Industry by proactively by shaping Organisational Agility We We demonstrate Leadership and influencing policy that supports the aviation industry grow safely. to people our developing and Engaging in an environment and culture in which core both business and future can thrive. innovation This includes contributing on on This includes contributing as issues such industry-wide environmental and airspace management. We build so that operate we effectively and efficiently.  3. 4.

ensure that: Our primary effort is invested in delivering Service Excellence to ourto customers. Thismeans doing what do we meet to and well; exceed the now, expectations our of customers. It means always working enhance to the agilitysafety, and efficiency with which deliverwe our core air navigation and aviation rescue fire fighting services. activelyWe consider and invest in Thismeans exploring to ways enhance our existing service offering (in the near and term) exploring new potential service offerings in emerging segments the aviation of industry in term. longer the Service Innovation. Service Innovation.  1. This Corporate Plan, which covers the period the covers which Plan, This Corporate our in next stage the is 2022–23 to 2018–19 in identified initiatives The enterprise evolution. structured are and years multiple span section this to 2.  

2018–19 Corporate Plan 14

Supporting increased airport increased Supporting capacity 2.  are undertakingWe a range of investments the over life this of plan ensureto support that we industry investment infrastructure and expansion across Australia.Activities under this deliver essential see us will initiative and navigation communications, new allow surveillance to facilities runways meet to regulatory requirements airport increase and capacity. OneSKYprogram  and quality delivery(ATM) Management and our of AirAircraft Traffic Rescue and Fire Fighting (ARFFS) services while continuously improvingefficiency effectiveness.and Service excellence encompasses all aspects continuous of improvement across every part our of business, cognisant our of environmental obligations and rewarding the trust placed in the us communities by and the Government. Initiatives 1. priority and critical OneSKY a remains will see us realise our goal harmonising of civil military air traffic management. The program work of for the coming year will focus on finalisingthe system design capability, and review forthe core CMATS support on commencing work facilities (including Service Air Traffic Centres) and out roll the as (such capabilities enabling new voiceof communications systems in Perth, Melbourne, Sydney and Brisbane). As aviation traffic itgrows, is imperative we that maintain our focus onsafety Service Excellence exceed and meet Service we how is Excellence delivering by customers our of expectations the excellence. of services a standard current our to

2018–19 Corporate Plan 16 2018–19 Plan Corporate

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3. Digital Aerodrome Services 5. New services Digital tower technology will deliver better We continue to implement new safety and operational outcomes through services to support safe traffic growth. more flexible and efficient service Preparatory work for Proserpine ARFF offerings at emerging aerodromes. services will be completed in the coming year, with services planned for 4. Environmental impact of aircraft commencement from 2019 onwards. operations We have a responsibility to protect the environment from the effects of aircraft operations. In accordance with our Minister’s Statement of Expectations, we produce an annual environmental work plan and this year we are focussed on improving how we engage with communities in relation to aircraft noise, including the assessments and analysis on which our engagement is based. Proserpine ARFF in operation in ARFF Proserpine Critical design review design Critical First Defence OneSKY tower in operation training and simulator Interim commissioned system System verification System Centre Operations Technical commissioned Preliminary review design Air traffic control pre-shift briefing and electronic flight bag introduced technology First Digital Aerodrome Services in operation Western Sydney airspace design finalised ARFF and infrastructure ATM to runway Parallel support Brisbane delivered Sunshine Coast runway program complete     ATSCs commissioned   • • • •  • • • • •  •  •  •  •  2019–20 – 2022–23 environmental environmental assessment referral criteria runway airspace airspace runway design Melbourne new • Implement new • Q4 Brisbane voice voice Brisbane communication commissioned system Services technology finalised roadmap runway new Brisbane design airspace Digital Aerodrome  • • Q3  • modernisation (Brisbane, program Perth) Melbourne, construction commences voice Sydney and communication system commissioned impact criteria criteria impact noise aircraft for management improved community engagement practices review complete review ATSC Develop social Implement Q2 • • Perth, Melbourne • • • System design FY18–19 committee committee for submission ARFFS Proserpine • Public works Q1 Enabling projects Enabling Support facilities Support Civil Military Air Traffic Management System (CMATS) New services Environmental impact of aircraftoperations Supporting increased airportcapacity Digital Aerodrome Services Aerodrome Digital OneSKY program Deliverables

2018–19 Corporate Plan 18 2018–19 Plan Corporate

19 2019–20 – Q1 Q2 Q3 Q4 2022–23 Performance OneSKY program Civil Military Air Traffic Management • System design • Critical design review measurement System (CMATS) review complete • First Defence OneSKY tower in and assessment operation

• System verification All of the initiatives described under this pillar contribute to • Preliminary design review our performance outcomes of ‘safe and secure’, ‘valued

Support facilities • ATSC • Interim simulator and training and accountable’ and modernisation system commissioned ‘efficient and commercial’. program (Brisbane, Melbourne, Perth) • ATSCs commissioned construction • Technical Operations Centre The success of these commences commissioned initiatives will be measured on the completion of the Enabling projects • Perth, Melbourne • Brisbane voice • Air traffic control pre-shift and Sydney voice communication briefing and electronic flight bag specified deliverables within communication system commissioned technology introduced the next 12 months and our system commissioned successful progression of each program of work in the Digital Aerodrome Services • Digital Aerodrome • First Digital Aerodrome Services in subsequent years. Services technology operation roadmap finalised

Supporting increased • Brisbane new runway • Melbourne new • Western Sydney airspace design airport capacity airspace design runway airspace finalised design • ARFF and ATM infrastructure to support Brisbane Parallel runway delivered

• Sunshine Coast runway program complete

Environmental impact of • Develop social • Implement new aircraft operations impact criteria environmental for aircraft noise assessment referral management criteria

• Implement improved community engagement practices

New services • Public works • Proserpine ARFF in operation committee submission for Proserpine ARFFS will will our industry. encompass identifying exploring and In the longer this term, expand may to servicenew emerging in requirements segments the aviation of industry or opportunities add value to in new areas We chain. value aviation the of look further to within integrate the maximise to industry, the benefitsof interconnectedness work and in to new acrossways the aviation ecosystem, customers meet to able and anticipating changing needs. The pace change of in aviation requires enhancethat we our ability build to and services information new and deploy new and traditional both for capabilities, innovation, this Through users. airspace willwe make a further contribution to the beyond industry, aviation the growing safety outcomescurrently we deliver. In the near service term, innovation will focus on activities that will enhance the LR-ATFM offering(e.g. traditional ATM and A-CDM) deliver to new value and airports. at capacity incremental release Service Innovation services, Service existing our Innovation Beyond new deliver and innovate proactively we that requires both in customers to value bring to service offerings and of emerging sectors existing

2018–19 Corporate Plan 20 2018–19 Plan Corporate

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1. Airport Collaborative 3. Network management Decision Making In the out-years of this plan, Airservices A-CDM is a cross-industry initiative will also invest in building on the with the potential to realise major capability delivered by A-CDM and savings to the aviation industry over the LR-ATFM to further improve network next decade. Building on the operating management. This will include continued and governance work we completed focus on minimising off-route constraints, last year, this year will see the initial improving the flexible use of airspace and implementation of the A-CDM system implementing a collaborative connective (with Brisbane, Sydney, Melbourne and forecasting capability. Perth all targeted for this year).

4. Information strategy implementation 2. Long Range Air Traffic Implementation of our information Flow Management strategy will see us invest in a This year we shift from developing a standardised enterprise solution concept of operations for LR-ATFM to (including a workbench of tools, platform, commencing implementation. LR-ATFM support and processes), supporting shifts some or all of the required airborne data management, business intelligence delay for long range flights from the and analytics, data warehousing, and arrival phase of the flight to the enroute data lake components and tools. This phase, resulting in less fuel burn and capability will provide the necessary improved predictability of arrival flows integration, real-time data provisioning, into our major airports. self-service, and security capabilities to support System Wide Information Management (SWIM). Meteorological Meteorological Collaborative Making Decision improvements Off-route constraints, flexible use airspace improvements collaborative and forecast connective implemented management and technology operation services in A-CDM in operations implemented Harmony refresh, Information LR-ATFM 2019–20 – 2022–23 • •  • •  • BN, SY,ML, PHBN, SY,ML, implementation complete •  Q4

The success these of initiatives will be above the of completion the on measured months 12 next the within deliverables and our successful progression each of program work of in the subsequent years. management and technology services roadmap implementation implementation commences Information Q3 • • A-CDM system

FY18–19 implementation implementation commences LR-ATFM Q2 • Q1 Information strategy implementation Network management Airport Collaborative Decision Making Range Long Air Traffic Flow Management Performance measurement Performance measurement assessment and All the initiatives of described under this pillar contribute our performance to outcomes ‘efficient of and commercial’ this in investment Our ‘innovative’. and space is focused directly on ensuring capabilities the build proactively we that required provide to our customers with the operational flexibilitythey needto be successful and with services they value as the industry changes and grows. Deliverables

2018–19 Corporate Plan 22 2018–19 Plan Corporate

Industry Leadership 23 One of our key legislative obligations under the Air Services Act 1995 is to foster and promote civil aviation. It’s why we place critical importance on not being an economic or operational impediment to industry growth (evidenced by the value we have returned to customers in recent times with no change in funding requirements).

Our role in fostering and promoting civil Throughout, we will ensure aviation challenges us as an industry representation of all layers of our leader, to continually look for ways to industry—airlines, regional operators be more proactive across the entire and general aviation users—and the aviation ecosystem. This leadership communities and citizens who we will be exemplified by proactivity; ultimately protect. anticipating changes rather than responding, and bringing together This pillar continues our established role stakeholders from across our industry in managing and evolving Australia’s to navigate through inevitably complex airspace to balance competing issues. This collaboration will support demands of growth, technical industry growth, as together we create change, consumer expectations an environment in which the aviation and environmental consideration. It industry thrives. reflects the requirement for us to shape policy and collaborate with industry stakeholders to foster safe and secure industry growth in the future. 2019-20 – 2019-20 2022-23 standardisation of of standardisation Class A and Class E airspace National accessibility. Q4 • provided in Class both A and Class E increasing Australia, across airspace consistency for airspace users. will We lowering of trial the commence also which airspace, E Class of base the This trial was initiated in 2017–18. protect managed carefully be to will while navigation, air of safety the increase to technology new leveraging airspace The success these of initiatives will be above the of completion the on measured months 12 next the within deliverables and our successful progression each of program work of in the subsequent years. E airspace trial emergency airport planning established nationally Commence class Q3 • • ARFFS FY18–19 Q2 Q1 Fostering and promoting civil aviation civil promoting and Fostering

Fostering and civil promoting aviation Deliverables All the initiatives of described under this pillar contribute our performance to accountable’, and ‘valued of outcomes ‘efficient and commercial’ and Our aim bring is to the ‘innovative’. disparate requirements and priorities of together group stakeholder entire our provideto a leadership role across the entireecosystem. We fulfilWe ourrole thein managementof with accordance in airspace Australian Airspace Australian Government’s the Policy Statement, which requires us to, consider considerations, other among the safety air of navigation, the current and future needs the aviation of industry, and take advantage technologies of we wherever practicable. In 2018–19 will work with the Civil Aviation Safety Authority standardise to the services Performance measurement Performance measurement assessment and 1.

2018–19 Corporate Plan 24 2018–19 Plan Corporate

25 Digital capability Digital 2.  willenter We digital workflow services into 12 operationmonthsthisof the over first plan. This capability will provide the tools, personnel and methodologies processes, and integrated an provide to required automated workflow creation service key of integration includes the (and compliance retention and sources data requirements for decisions and records). perspective. People  This means continuing develop to a culture which iscustomer centric and commercially focused, with processes and systems in place support to our people achieve long to term objectives from a Service both Excellence and Service Innovation It also requires ongoing investment in enabling digital capability ensure to that as our operating model working and of ways continuetake advantage evolveto new to of opportunities in new areas, our technology evolves in parallel. 1. Our People Strategy recognises the need for fundamental shifts in our capability composition and workforce theover long-term. The Workforce identify will Roadmap Transformation and prioritise talent key segments that will be subject transformation, to identify accountability functional and milestones for clearly articulating future requirements, recruitment, through capability shifting development and certification and attraction, impact that factors addressing priority talent. of retention and selection Organisational Agility the set to continue we that ensure need to We service for delivery conditions future and internal thrive. to innovation

2018–19 Corporate Plan 26 2018–19 Plan Corporate 3. Cyber resilience 27 Our Cyber Security program will By updating system configuration deliver an effective and efficient Cyber standards and processes to Resilience Management System ensure ongoing resilience, and (CRMS) to complement our existing Risk implement essential security tools and Management and Safety Management capabilities to ensure we proactively systems. It will promote and develop a protect our information management Security Culture in Airservices' personnel assets. and align us with the principles of the Australian Government’s Information Security Manual and Protective Security Policy Framework standards.

Deliverables FY18–19

2019-20 – Q1 Q2 Q3 Q4 2022-23

People • Workforce • Inclusion and transformation diversity action plan roadmap delivered delivered

Digital • Agile workplace capability technology implemented

Cyber • Cyber security resilience transformation program complete

Performance measurement and assessment

Our organisational capacity and capability Our success beneath this pillar will be underpins our success across all of our measured on the completion of the above performance outcomes. An agile, fit for deliverables within the next 12 months. purpose organisation is a pre-requisite for successful achievement of our service, innovation and industry initiatives.

(high-volume (high-volume operations) Industry Industry outcomes Organisational capacity Arrival airborne delay • • Industry advocacy index Inclusion index • Employee engagement • Efficient make and commercial—we commercially and customer-centric commit and decisions rigorous continuallyto improving the way dowe business Innovative—we embrace and invest in innovation build to the Airservices tomorrow of • • Safety frequency rate frequency Total lostTotal time injury safety occurrences (#) Significant attributable Significant responsible

Financial Financial stewardship Business operations efficiency environmentally Net profit after tax ($) (NPAT) Return on assets (%) Total costTotal per IFR flight hour ($/hr) •  • •  Safe and most secure—our important consideration is always the safety of navigation air accountable— and Valued deliverwe services that are valued our by customers and are Performance criterion Performance Through the decisions make, we ensure we are: we • • Our strategic performance outcomes support, inform inform support, performance outcomes strategic Our that ensure will They making. decision our drive and an as recognised being towards work to continue we service a valued and industry leader provider. Performance

2018–19 Corporate Plan 28 2018–19 Plan Corporate

Our overall approach to measuring Similarly, strong industry advocacy, 29 performance reflects our commitment to achievement of Net Profit After Tax achieving these outcomes. We monitor (NPAT) and Return On Assets (ROA) and manage our performance via a set targets, and reductions in airborne delay of key performance indicators (KPIs) as and total cost per Instrument Flight outlined in Table 1. These nine KPIs are Rules flight hour, demonstrate directly balanced against the broad criteria of the degree to which we are providing safety, financial stewardship, operational valuable, accountable, efficient and efficiency, industry outcomes, and commercial services to our customers. organisational capacity in order to present a holistic view of our how we Innovation is an area where measuring are delivering on our purpose, vision performance is challenging as it is a and strategic priorities over time. forward-looking ambition. However in the near term our innovations around Maintaining our already strong record A-CDM and LR-ATFM will translate around significant safety occurrences to measurable improvements in the and our lost time frequency injury rate efficiency and effectiveness with clearly demonstrates the degree to which we deliver core services. As we which we are achieving our safety innovate to introduce new services and and security outcomes. capabilities into our organisation in the second half of the five years covered by this plan, additional KPIs which more directly track the impact of our innovation will be introduced.

The level of engagement and diversity our workforce represents is critical for Airservices to achieve its business objectives and is a prerequisite for success against all of our other performance goals. 0 0 < 1 63.6 5.2% $351 2022–23 2022–23 2022–23 0 0 < 1 66.7 5.5% $349 2021–22 2021–22 2021–22 0 0 < 1 67.9 $349 5.8% 2020–21 2020–21 2020–21 0 0 69.6 $347 < 1.5 6.3% 2019–20 2019–20 2019–20 0 0 64.0 $347 < 2.5 6.9% 2018–19 2018–19 2018–19 Total operating operating Total cost per IFR flight hour ($/hr) KPIs Productivity: Business operations/efficiency Business Safety Significant attributable safety (ARFF) occurrences Lost time injury frequency rate Significant attributable safety (ATM) occurrences KPIs Return on Assets Net profit after tax ($) KPIs Table 1 Table Financial stewardship Financial

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Industry outcomes

KPIs 2018–19 2019–20 2020–21 2021–22 2022–23

Arrival airborne delay (minutes) – 0.6 0.6 0.6 0.6 0.4 Median (high-volume operations)

Arrival airborne delay (minutes) – 3.4 3.3 3.2 3.1 3.1 75th percentile (high-volume operations)

Industry advocacy score -20 -10 0 10 20

Organisational capability KPIs 2018–19 2019–20 2020–21 2021–22 2022–23

Employee engagement index ≥ 48% ≥ 50% ≥ 52% ≥ 54% ≥ 54%

Baselined > 2018–19 > 2019–20 > 2020–21 > 2021–22 Diversity and inclusion index (as a %) Result Result Result Result Commission for its review. its for Commission Pricing set our pricesWe in consultation with our customers for core airways services Agreements. Pricing Term Long under Under the provisions the of Competition and Consumer 2010 Act any increase in prices must be notified and Competition Australian the to Consumer establishedWe the current pricing It has agreement in October 2011. continued allow recover us to to (including costs incurred reasonably all a return on capital employed) relating the deliveryto our of services and it certainty price ongoing provided has customers. our for our pricesare the same as they Today, Reflecting a more were in July 2015. efficient operating cost base delivered Program, Accelerate our through this plan maintains weighted average prices existing at delivering rates, our customers real price decreases 17 of whileper providing cent since July 2015 improved service value through 2023. to

industry. industry. It builds on the financial performance achieved previous over years and reflects driving business on focus continued our improvements support to long term aviation Australian the across growth forecast price increase no With industry. theover planning period, it enables real perprice cent since reductions the 17 of last price increase in July 2015. capital forward our The funds plan remains which program, investment focused on customer service supportingairport improvements, capacity increase to projects infrastructure business and enhancing safety while resilience.The delivery the OneSKY of support to investment our and program is plans airportmajor development current the with accordance in included delivery schedules. investment The five-year operating projections This five-year financial plan supports our strategy strategy supports plan our financial This five-year and services investment and funds key improvement value deliver and safety enhance to programs to and performance measures are shown The plan 2. reflectsthe in Table latest economic outlook and airways traffic projections. Five-year corporate financial plan financial corporate Five-year

2018–19 Corporate Plan 32 2018–19 Plan Corporate Operating performance 33 The five-year operating and Expenses are forecast to grow performance projections are provided between two to three per cent per in Table 2. These outcomes continue annum over the next five years. The to build on our financial strength, plan factors in the delivery of new recognising the need to provide capacity services and improvement programs, for reinvestment in key programs and including the expansion of air traffic services to support industry growth control and aviation rescue and into the future. fire fighting services to support new regional east coast locations Return on Assets and Net Profit After and parallel runways operations. Tax are forecast at an average of 6 Allowances have also been made for per cent and $66 million per year Per- and poly-fluoroalkyl substances respectively. These returns are in line (PFAS) site testing work. with price regulatory benchmark rates. In line with our strategy the business Revenues over the period are projected continues to invest in technology and to grow in line with traffic with no planned data to provide information services for increases in weighted average prices. the future. The financial plan caters for the investment in services and systems The outlook for traffic growth continues that ensure the delivery of new secure to be driven by the performance of information services. international aviation sector on the back of the ongoing expansion of the With a once in a generation change Asian market. However, some slowing to the new Civil Military Air Traffic in this sector is expected, with potential Management System, the plan short term market volatility over the incorporates transition and capability planning horizon. Following consecutive readiness activities, and overlapping years of contraction across domestic support for old and new systems which services, some signs of improvement is required as part of the implementation are emerging. of the new system scheduled from 2020–21 onwards.

27.7 19.5 63.6 Plan Plan 7.0% 114.7 9.3% 5.2% 169.6 708.0 245.5 37.1% 1,211.9 1,123.2 1,239.6 2022–23 2022–23 ($ million) ($ ($ million) ($

27.5 66.7 20.2 Plan Plan 7.7% 9.7% 118.1 5.5% 687.2 168.0 240.5 41.0% 1,188.1 1,215.6 1,095.7 2021–22 2021–22 ($ million) ($ ($ million) ($

27.3 67.9 20.6 Plan Plan 667.0 9.9% 5.8% 8.3% 234.1 116.8 166.8 42.9% 1,159.1 1,186.4 1,067.9 2020–21 2020–21 ($ million) ($ ($ million) ($

27.1 10.0 69.6 Plan Plan 9.1% 6.3% 115.3 166.3 650.9 223.5 10.0% 42.3% 1,157.8 1,130.7 1,040.7 2019–20 2019–20 ($ million) ($ ($ million) ($

9.7 26.9 64.0 Plan Plan 9.7% 9.0% 6.9% 149.2 640.9 228.5 109.3 40.3% 1,102.9 1,129.8 1,018.6 2018–19 2018–19 ($ million) ($ ($ million) ($

26.7 69.1 18.9 147.5 117.4 7.6% 641.0 195.9 984.4 10.7% 10.5% 43.6% 1,102.7 1,076.0 2017–18 2017–18 Forecast Forecast ($ million) ($ ($ million) ($ Airways revenue Description revenue Other Total revenueTotal Staff costs Supplier costs Supplier Depreciation Total expenses before tax and interest Return onAssets Earnings Before Interest Interest Before Earnings and (EBIT) Tax EBIT/revenue Net profit after tax Description Return onequity after tax Gearing Total revenueTotal Dividends Table 2 Table

2018–19 Corporate Plan 34 2018–19 Plan Corporate Capital expenditure 35 The five-year capital investment enabling projects remain the central projections are provided in Table 3. focus of the program accounting for This investment profile incorporates $724 million, or 59 per cent, of the the funding required to deliver on our total expenditure. The remainder of strategy across the planning years with the program will support the delivery total investment levels estimated at $1.2 of airport new runway developments, billion over five years. establish two new regional services and continue the expansion of surveillance Providing significant benefits to the services to improve safety and support customer through maintaining our industry growth. To improve the safety performance, reducing fuel efficiency of the air traffic management burn for airlines and providing dynamic network the program will continue to information for better managing impacts invest in information technology. of delay in a growing traffic environment are the key themes of our investment plan. OneSKY activities and associated

Table 3

Description 2018–19 2019–20 2020–21 2021–22 2022–23 TOTAL Plan Plan Plan Plan Plan 5 Years ($ million) ($ million) ($ million) ($ million) ($ million) ($ million)

Air Traffic Management 174.3 277.2 215.8 163.4 121.5 952.3 investment

Aviation Rescue Fire 12.4 34.3 25.4 19.4 16.9 108.3 Fighting investment

Information Technology 17.6 24.7 44.8 37.5 30.9 155.6 investment

Total program 204.3 336.2 286.0 220.3 169.3 1,216.2 OneSKY, introduceOneSKY, new services and support airport major infrastructure projects. dividends 2020–21 From are forecast be paid to 30 of out a rate at after of taxcent profitsreturning per an million average $20 of in dividends year. each of levels sustained Through and dividendplanning profitability, expenditure capital of management remain to gearing projected is funding, within target levels and average 42 the over term the plan. of cent per average $115 million a year a million $115 average Earnings before interest and tax will Returns revenue over are forecast anat average annual of rate per cent 10 Returns, dividends and gearing and dividends Returns, The five-yearreturns, dividends and gearing projections are provided in Over the term the plan: of 2. Table • • Dividend levels the over first two years the plan of been have reduced be reinvested the businessto into funding capital expenditure whilst deliver we as high remain requirements

2018–19 Corporate Plan 36 Risk management and oversight 2018–19 Plan Corporate Creating a positive risk culture Responding to these diverse risks requires us to ensure the integrity of our 37 We are committed to developing safety and environment management and promoting a culture of active risk systems and service delivery to maintain management supported by robust long term sustainability. We continuously and transparent governance oversight. improve our operating systems, embrace Our Board Risk Appetite Statement innovation and engage with technology promotes risk-based decision making to remain responsive to changes. driven by a sound understanding of our risk environment. This assists Risks identified in the 2018–19 Enterprise us to meet our obligations under Risk Management Plan include: Section 16 of the Public Governance, Performance and Accountability Act • Strategic risks: such as returning 2013 and commitment to better practice value to customers, stakeholder risk management in accordance management, geopolitical with the Commonwealth Risk uncertainties, technological disruption, Management Policy. safety and security;

• Transitional risks: including delivery Our risk environment of OneSKY program and the We perform an integral role in the broader Airservices Investment Australian aviation industry and operate Program, procurement and supply in an inherently complex environment. chain management and on-going Our external risk considerations management of PFAS contamination; include our regulators, emerging and technologies, changes to the domestic and international economic environment, • Business risks: including ATM and and our role in the broader commercial ARFF service delivery, business aviation industry. continuity, as well as compliance with Work Health and Safety (WHS), We have a wide range of risks associated environment and financial obligations. with our operational activities.

risks Operational escalate Understand Understand risk context, risk context, Business Group Level – risks which impact may business groups objectives their achieving Operational Level – application of of application – Level Operational risk assessment and management operational meet to techniques system management and framework objectives. Enterprise Level – risks which may Airservicesimpact its achieving strategic objectives aggregate and and aggregate Our Enterprise Risk Management Management Risk Enterprise Our risk of layers three comprises approach management activities: 1.  2.  3. 

. Consistent application of risk appetite Business group risks group risks Enterprise Enterprise Our approach to managing risk managing to approach Our are committed andWe actively to, a continuousapply, improvement approach risk towards management that aligns with best practice principles and isconsistent with the International Risk Standard ISO 31000:2018 Guidelines – management RiskThe Appetite Statement Board’s supports effective risk management decision-makingand processes through a clear articulation risk of tolerance and the level risk of are that we willing to accept as an organisation. Through the implementation our of Risk Management Standard, as a part the Governance, of Risk and Compliance Framework, (GRC) proactivelywe identify and treat risks withinto acceptable tolerances in our operations and operating environment.

2018–19 Corporate Plan 38 2018–19 Plan Corporate

Risk oversight and assurance 39 The Enterprise Risk Report, supported In addition, we apply the three lines by Business Group Risk Reports, of defence model to provide assurance are reviewed by the Chief Executive that our key controls are effective in Officer and the Executive Team on a managing risk. Assurance activities are quarterly basis. A quarterly GRC Report layered across the three lines of defence containing contemporary enterprise and embedded into our processes. risk information is also presented to These assurance activities provide the Board Audit and Risk Committee the leadership team, the BARC and (BARC) for review and oversight. our stakeholders with a high level of Effective reporting and oversight comfort that risks are being managed, assists our leaders in making strategic compliance obligations being met and decisions to address major threats corporate objectives are being achieved. and seize opportunities in an open and transparent way. The Airservices Board’s Statement of Intent as element each to responds section this in outlined of the Statement of Expectations* to May (22 2017 and30 Junestates 2019) our formal commitment expectations. Minister’s our meeting to In addition, this Corporate Plan supports our Statement of Intent in response the to Statement Expectations. of Statement of intent Statement of

Airservices. for the period 1 July 2015 Act). * https://www.legislation.gov.au/Details/F2017L00526 * The new SOE outlines in a formal and public way, the concerning expectations Government’s the performance of and operations This instrument is known as the Statement of Expectations for the Board of Airservices Australia for the period 30 to June 2019. 22May 2017 This instrument commences and on 22 May 2017 expires at the end as of 30 if June it had 2019 instrument. another by repealed been This instrument repeals the previous Statement of Expectations for the Board of Airservices Australia for the period and 30 to June 1 July 2015 2013 the Statement of Expectations forthe Board of Airservices Australia 30to June 2017. This instrument puts in place a new Statement of Expectations (SOE) which serves as a notice theto Board of Airservices Australia (Airservices) under section of the Air Services 17 Act 1995 (the Appendix A Intent of Statement The Board’s Overview Statement of expectation

2018–19 Corporate Plan 40 Governance 2018–19 Plan Corporate

Statement of expectation Statement of intent 41

Airservices should perform its functions in Airservices will continue to perform its accordance with the Act, which requires functions of providing safe, secure, efficient and that Airservices must regard the safety of air environmentally responsible services that are navigation as the most important consideration. valued by the aviation industry on behalf of our owner, the Australian Government. In performing Airservices shall also perform its functions these functions, we will continue to adhere to in accordance with the Public Governance, our values and code of conduct, which assist us Performance and Accountability Act 2013 to maintain high standards of professionalism, (PGPA Act) as well as other relevant legislation. customer service, probity, reporting, Airservices should maintain high standards accountability and transparency. of professionalism, service, probity, reporting, accountability and transparency, consistent with the provisions of the PGPA Act and have a code of conduct and values consistent with excellence in the public sector.

I expect that the Board and the Chief Executive The Board will make decisions consistent with its Officer will work together to enable Airservices to responsibilities under the Air Services Act 1995 operate as a world leading Air Traffic Control and relating to the objectives, strategies and policies Aviation Rescue and Fire Fighting Service (ARFFS) to be followed by Airservices, ensuring that we provider, backed by the requisite facilities and perform our functions in a proper, efficient and skilled workforce. effective manner. The Board will continue to work closely with the Chief Executive Officer to ensure I also expect the Board to ensure Airservices that Airservices has the resources and capabilities has the necessary resources and capabilities in needed to deliver world class aviation services to place to effectively assist in the delivery of the key its customers and the community. Our 2015–2035 aviation initiatives outlined below. Workforce Strategy will ensure that we continue to invest in our workforce capability to provide an appropriately skilled workforce to deliver on our service objectives. Airservices will complete of the Accelerate A post implementationProgram 30 by June 2017. review will be completed 30 by December 2017. A harmonised Civil Military Air Traffic Management System, delivered via the OneSKY program, remains a critical priority for Airservices and we will continue work to closely with the Department of Defence. Airservices will continue work to very closely with CASA in relation its to role as safety regulator for civil air operations in Australia, including on key initiatives such as the OneSKY program. will We do this proactively by engaging CASA through sharing and mechanisms well-established information in an open and transparent manner. As part of Airservices ongoing focus improve to the provision of safe and innovative services for identifying on and focus actively will we industry, supporting opportunities enhance to the level of safety and efficiency of controlled airspace in working industry and with engaging Australia, through agencies Government with collaboratively the Aviation Policy Group and other forums. We will take advantage of new technologies such as ADS-B and identify opportunities increase to the use of Class E airspace in Australia. Statement of intent Statement of Department Department Complete the safe and effective organisational recent its of implementation change program, known as the Accelerate Program (noting the Program is scheduled for completion and on 30 June undertake 2017) a post implementation review of the Program by 30 December 2017; Progress implementation of a new national air traffic system under the OneSKY endorsed Government including project the with initiatives harmonisation of Defence (Defence); Cooperate fully with the Civil Aviation Safety Authority (CASA) in their safety regulatory oversight of the OneSKY project; Work with the Department of Infrastructure and CASA (Department), Development Regional and Defence in providing advice on options for enhancing the level of safety and efficiency at including airspace controlled Australian of airports; regional major     Statement of expectation service Airservices, its expect conducting I in to: roles, related and provision a. b. c. d. Key aviation initiatives aviation Key

2018–19 Corporate Plan 42 2018–19 Plan Corporate

Statement of expectation Statement of intent 43 e. Work with the Department and CASA Airservices supports proposed changes for in the implementation of the agreed the provision of ARFFS that shifts the current recommendations arising out of the prescriptive regulatory framework to a more ARFFS regulatory policy review; risk- and outcomes- based approach. Airservices is actively supporting the Department as it progresses this work and will continue to do so, so that it can harness the service delivery and efficiency benefits that the reforms will enable. f. Work with the Department and CASA in Airservices will continue to contribute to and modernising airspace protection policy; support initiatives that reduce risk to aircraft operations. We will work cooperatively with the Department, CASA, other Government agencies and industry to consider and implement proposals contained in the Department’s Airspace Protection Paper which seeks to modernise airspace protection regulation and identify non- regulatory measures to enhance the safety of aircraft operations. g. Asist in implementing the Government’s environmental initiatives including:

– Supporting the ongoing role of the We will continue to support the role of the ANO by: independent Aircraft Noise Ombudsman • Maintaining an independent ANO office (ANO) and implementation of agreed • Engaging regularly with the ANO and staff recommendations made by the ANO; • Implementing agreed recommendations made by the ANO • Effectively managing noise complaints through the Noise Complaints Information Service (NCIS).

– Appropriate resourcing of the Noise The NCIS provides valuable information services Complaints and Information Service to to the community and the ANO. We will continue continue to improve the flow and quality of to appropriately resource the NCIS to ensure that information to noise affected communities; it provides this service to a high standard.

– The ongoing commitment to the Sydney Airservices is committed to the 1997 Ministerial Airport Long Term Operating Plan as required Direction relating to the Sydney Long Term by Legislative Instrument F2009BOO158; Operating Plan to the maximum extent practicable to ensure the safe and efficient operation of Sydney Airport. Airservices will continue to implement our national national our implement Airservices to continue will site including program, management PFAS Airservices and to response in investigations, aviation of use historical organisations’ other fire fighting foams containing these chemicals. Airservices will also continue work to closely with whole-of- a developing in agencies Government PFAS. managing to approach government Airservices will continue produce to and report which plan work environmental annual an against outlines initiatives manage to and monitor the environmental effects of aircraft operations. Airservices will continue focus to on delivering new and improved air traffic services, including improve to performance-based navigation, capacity and efficiency while also improving outcomes. environmental Airservices will continue support to the Australian Government’s safety initiatives in the Asia-Pacific region improve to safety outcomes, primarily service navigation air with working through providers in Indonesia and Papua New Guinea to build their capability manage to greater air traffic. programs sustainable progressing includes This integrated and harmonised safe, deliver that neighbouring their with aligned are that outcomes Australia. including states, Airservices works closely with the Department and CASA ensure to that we are executing Organization Aviation Civil International Australia’s responsibilities. (ICAO) Statement of intent Statement of operations; industry stakeholders; and industry stakeholders; aircraft operations; aircraft Airservices Continue support to the Government’s safety and capability building initiatives in the Asia-Pacific region and the Memorandum of management the regarding Understanding, Aviation Civil International Australia’s of responsibilities. Organization Continue the wider use of space based Required as such approaches navigation appropriate, as Performance, Navigation consultation airports following Australian at with other Government agencies, community and Providing and reporting against an annual annual an reporting against and Providing outlines which program work environment in Airservices initiatives new and ongoing where alleviating, and monitoring managing, safe and practicable, environmental effects of Working with the Departmentand industry on contamination, environmental to related issues poly-fluoroalkyl per-and including substances where (PFAS), it is a result of 

h. – – Statement of expectation –

2018–19 Corporate Plan 44 Stakeholder engagement 2018–19 Plan Corporate

Statement of expectation Statement of intent 45

I expect that in performing its functions Airservices will: a. Undertake effective and ongoing engagement Acknowledging that our most important with the community, industry and Government consideration is always the safety of air on the development and implementation navigation, Airservices will continue to effectively of significant changes by Airservices to air consult with the community, industry and the traffic and ARFFS; Government throughout the development and implementation of any significant changes to our service provision. b. Engage constructively in processes where Airservices will continue to provide information, it can provide information, assistance or assistance or advice to other Government advice for policy formulation, implementation agencies, including in the performance of their and regulation undertaken by Government regulatory and policy functions. agencies, both within and outside my portfolio; c. Contribute to a coordinated approach Airservices is committed to ongoing participation to airport planning including appropriate in the National Aviation Safeguarding Advisory participation in, and providing information to, Group to support a national land use planning planning coordination forums, community framework that improves: aviation consultation groups, and the National • Community amenity by minimising aircraft Airports Safeguarding Advisory Group; noise-sensitive developments near airports • safety outcomes by ensuring aviation safety requirements are recognised in land use planning decisions. Airservices will also continue to engage and consult with concerned community groups through airport-led planning coordination and consultation forums and Airservices technical noise working groups. Corporate Plan. Corporate advice. Statement of intent Statement of The Airservices Board and the Chief Executive Officer will continue to keep the Department and the Minister fully informed in relation to reporting, regular through expectations these against progress quarterly reportsincluding of the Airservices will continue support to other Government agencies in the performance of through functions policy and regulatory their assistance information, timely of provision the or Keep the Secretary of the Department and me fully informed of Airservices’ actions in relation the to requirements stated in this SOE, and promptly advise about any events or issues that may impact on the operations of Airservices, including the provision of timely quarterly reports of progress against the Corporate Plan and advice on the Accelerate Program and the OneSKY project; and Work closely with the Department, including the Western Sydney Unit, and other Australian the including agencies, Government Transport Safety Bureau, CASA and Defence deliverto integrated and comprehensive safety advice the to Government, the aviation industry and the community.   Statement of expectation d. e.

2018–19 Corporate Plan 46 Appendix B Ministerial directions 2018–19 Plan Corporate

Calendar year Date of issue Subject 47

1996 29 May Handling of aircraft noise complaints at Sydney and other federal airports

1997 30 July Progressive implementation of Sydney Long Term Operating

1999 3 May Responsibilities in relation to the environmental effects of aircraft

2004 31 August Provision of approach radar services at specific airports Definition Commission Consumer and Competition Australian Making Decision Airport Collaborative Surveillance-Broadcast Dependent Automatic Ombudsman Aircraft Noise services navigation Air service provider navigation Air Aviation rescue fire fighting Aviation rescue fire fighting services Air traffic management Air Transport Safety Bureau Authority Safety Aviation Civil Civil Military Air Traffic Management System International Civil Aviation Organization Aviation Civil International Instrument flight rules Technology and Management Information Security Management Information Key performance indicators Key Loss separation of Long range air traffic flow management Lost time injury frequency rate Long-term Pricing Agreement Pricing Long-term Service Information Complaints Noise Net profit after tax OneSKY program Return on assets andPer- Polyfluoroalkyl Substances Protective Security Policy Framework Remotely piloted aircraft systems kilometres passenger Revenue Standard Instrument Departure Instrument Standard Standard Instrument Arrival Management Information Wide System

ACCC Acronym A-CDM ADS-B ANO ANS ANSP ARFF ARFFS ATM ATSB List of acronyms List of CASA CMATS ICAO IFR IMT ISM KPIs LoS LR-ATFM LTIFR LTPA NCIS NPAT OneSKY RoA PFAS PSPF RPAS RPK SID STAR SWIM

2018–19 Corporate Plan 48 Our purpose is to provide safe, secure, efficient and environmentally responsible services that are valued by the aviation industry. www.airservicesaustralia.com