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NATIONAL AIRPORTS CORPORATION 2030 Growth Strategy

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NATIONAL AIRPORTS CORPORATION 2030 Growth Strategy NATIONAL AIRPORTS CORPORATION 2030 GROwTh STRATeGy Page We operate a total of 22 airports in PNG 1. Port Moresby International 2. Goroka 3. Nadzab 4. Madang 5. Mt Hagen 6. Wewak 7. Madang 8. Kokopo 9. Kavieng 10. Gurney 11. Girua 12. Daru 13. Hoskins 14. Kiunga 15. Tari 16. Kerema 17. Momote 18. Vanimo 19. Wapenamanda 20. Kundiawa 21. Buka 22. Aropa National Airports Corporation 2030 Growth Strategy Page 2 Table of Contents Subject Page Table of Contents 1 NAC Preamble 2 NAC Safety Policy 3 Minister’s Statement 4 Chairman’s Statement 5 CEO/Managing Director’s Statement 6 Strategies Framework (Mission, Vision and Core Values) 7-10 Board and Executive Management 11-12 Value Add Proposition 13 Environmental Assessment (SWOT) 14 Strategic Themes and Goals 15-16 Objectives, Measures, Targets and Initiatives 17-21 Growth Strategy Road Maps 22 Consistent with the NAC modernisation program the Company will continue to re-fleet its safety critical infrastructure, plant and equipment. National Airports Corporation 2030 Growth Strategy Page 3 Our Preamble The National Airports Corporation (NAC) of Papua New Guinea is the mandated organisation under Civil Aviation Rule (CAR) Part 139 to provide safe and secure airport infrastructure and terminal facilities in Papua New Guinea that meets International Civil Aviation Organisation (ICAO) standards. We are a member of the Transport Industry in PNG providing airport service within the aviation industry. Under the Government’s National Transport Strategy and the accompanying 5 Year Medium Term Development Plan, NAC is responsible for the successful implementation of objectives that are applicable to the aviation sector and in particular the airports operations. The long term NAC 2030 Growth Strategy has therefore incorporated certain key components of the National Transport Strategy as cascaded objectives as major themes of the airport services improvement strategy. Newly built Kagamuga Airport Terminal Building, Western Highlands Province — Project managed by CADIP, co-Funded by ADB and the GoPNG National Airports Corporation 2030 Growth Strategy Page 4 Our Safety Policy The National Airports Corporation Limited is committed to developing, implementing and continually improving its strategies and processes to ensure that all our activities achieve the highest level of safety to meet or exceed national and international safety standards. This Safety Policy Statement defines NAC’s Safety culture, which is communicated to all per- sonnel and stakeholders and becomes the foundation of our Safety Management Systems (SMS). Employees, Contractors, Visitors , Volunteers and any other third parties who access areas under our control are required to accept our safety objectives . The health and safe- ty of our people is of significant importance and we have a duty of care for each other. National Airports Corporation Ltd is committed to: ¨ Management taking the responsibility for safety risk management by providing the necessary resources to achieve the effective operations of our Safety Management System across all activities ¨ Creating an airport wide safety culture where safety is a core value ¨ Ensuring that no business activities are conducted in a manner that compromises safety. ¨ Operating a Hazard Reporting System to eliminate and mitigate safety risks ¨ Ensuring all employees have the necessary qualifications, training, information, instruction, resources and the right leadership to meet safety requirements ¨ Consistently training employees to understand the importance of safety and to recognise, report and address safety hazards ¨ Encouraging open reporting of any safety related incidents or information by operating a Just Culture where are not punished for reporting a safety issue unless due to gross negligence or a deliberate violation or act. ¨ All employees taking responsibility for all aspects of safety as a fundamental part of their role ¨ Continuously improving safety at the Airport through monitoring, measurement and review. National Airports Corporation 2030 Growth Strategy Page 5 Minister’s Statement As the Minister for Civil Aviation under the O’Neil/Dion Government I am pleased to report that aviation in PNG has come a long way despite having its own challenges. The challenges has also come with opportunities which I would like to think that with the growth in global and regional aviation not slowing down the indications are very promising for the future of aviation in Papua New Guinea and the region. I therefore to endorse the National Airports Corporation’s 2030 Growth Strategy which captures key development and Community Service Responsibility Obligations (CSR) that NAC is required to also attend to apart from its regulatory compliance standards. From the perspective of the Shareholder the entity has played and will continue to play a key role in delivering a number of key outcomes consistent with government development priorities as listed below: ¨ NAC’s alignment to the National Transport Strategy, performance and reporting ¨ Corporate Governance and compliance to legislative requirements ¨ Institutional strengthening and sustainability ¨ People management challenges and staff welfare ¨ Commercialisation and sustainability for the organisation ¨ Getting the best value from CADIP in the industry ¨ Improvement airport Security and Safety for users ¨ Outreach and collaboration with rural airstrips where the bulk of the population are. ¨ Rural Hub concept to be explored to better serve the airline operators ¨ Grow the volumes and support rural airstrip to participate in the greater market ¨ Continue its expansion of PMIA as a hub It gives me confidence to conclude that NAC is now in a position to lift its game and take its position as a major player in the aviation industry. It must now start considering the aspect of sustainability rather than dependability on the Government. The focus of the Board and the Management of NAC should now be on sustainability through commercial viability. It must begin to venture into commercialisation and profitability considerations of its operations as a company to support its mandated CSR and importantly compliance requirements. I am confident the current Board and Management will deliver to both the shareholder and the travelling public including those in the rural sector. As the Minister responsible for this entity I fully endorse the NAC 2030 Growth Strategy as having the longer term focus. This strategy in my view is a well balanced approach addressing the organisation from a holistic perspective to delivering on its mandated responsibilities. NAC must proceed to develop its 5 Year Operational Plan to ensure consistent progress is realized on Hon. Steven Davis annual basis. Minister for Civil Aviation National Airports Corporation 2030 Growth Strategy Page 6 Chairman’s Statement To all Customers, Stakeholders and Employees of National Airports Corporation Limited (NAC). Since the inception of the NAC which commenced operation as an airport operator in January 1st 2008, it is pleasing to note some of the significant milestones the company has achieved operating as a registered company in the last 8 years. It is now operating and delivering services as intended by the International Civil Aviation Organisation (ICAO) and under the CAR Part 139 and related international Reuben Aila - Chairman conventions. NAC has been carrying out major airports NAC’s overall strategy towards building and infrastructure and facilities improvement improving airport infrastructure and facilities, projects working closely with its strategic airport security and safety, automation development partners in ADB through the and integration of airport management CADIP Program, the Government of Japan systems and developing the workforce at through JICA and the Government of Aus- every level for sustained development tralia through the Transport Sector Support remains the priority focus areas of the Board Program (TSSP) since its inception. As the and Management in the coming years. shareholder the Government of PNG also plays a pivotal role in the on-going upgrade This corporate plan and the ensuing objectives and improvement of the 22 airports in Pa- have been made possible through a very pua New Guinea. competent Board comprising of highly experienced professionals and a very The Board of NAC Limited has approved experienced Top Management Team. This the 2030 Growth Strategy as the pathway to document now paves the way for meeting both the short and the long term Management to develop its 5 year objectives of the shareholder and in gen- Operational Plan to ensure it is travelling in the eral the aviation sector in Papua New Guin- right direction to realize its 2030 growth ea and the region. NAC is committed to objectives on a consistent basis operating a highly compliant organisa- tion that ensures the highest standard of As the Chairman I am very confident that NAC safety, security and convenience of the is better prepared this time around to fulfil travelling public and airline operators. its mission and achieve its vision to operate 15 smart airports by 2030. National Airports Corporation 2030 Growth Strategy Page 7 CEO/Managing Director’s Statement Since its inception the National Airports Corporation (NAC), the mandated authority for CAR Part 139, has come a long way working through both global and domestic challenges. Passenger movements both domestically and regionally have experienced steady growth providing continuous challenges for the organisation.
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