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Corporate Plan 2014-19

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Corporate Plan 2014-19 Corporate Plan 2014–19 About this plan This plan describes Airservices Australia’s strategic agenda and future direction for the period 2014–19. It is designed to ensure that Airservices meets the Government’s and the Australian public’s aviation safety and service delivery expectations. The plan positions Airservices to contribute more effectively and efficiently to the management of aviation safety risks and improving relationships with the key industry participants within a strong governance framework. The plan is presented for tabling in both Houses of Parliament of the Commonwealth of Australia. © Airservices Australia 2014 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from Airservices Australia. Requests and inquiries concerning reproduction rights should be addressed to: Manager, Corporate Communication Airservices Australia GPO Box 367 Canberra City ACT 2601 Telephone (02) 6268 4867 Fax (02) 6268 5688 Web address of this report: www.airservicesaustralia.com/publications/corporate-publications/strategic-planning Contents Letter of transmittal 05 From the Chair 06 Airservices role 08 Outlook 10 Strategy 15 Government’s expectations 17 Financial plan 26 Governance and risk management 30 Performance against previous plan 32 Appendix A: Minister’s Statement of Expectations 44 Appendix B: The Board’s Statement of Intent and alignment of key initiatives 50 Appendix C: Current ministerial directions 55 List of acronyms 56 Airservices Corporate Plan 2014–19 03 04 Airservices Corporate Plan 2014–19 Letter of transmittal Chair GPO Box 367, Canberra ACT 2601 25 Constitution Avenue, Canberra ACT 2601 t: 02 6268 4189 f: 02 6268 5686 www.airservicesaustralia.com ABN 59 698 720 886 The Hon Warren Truss MP Deputy Prime Minister Minister for Infrastructure and Regional Development Parliament House CANBERRA ACT 2600 Dear Deputy Prime Minister Corporate Plan 2014-19 The Board of Airservices Australia is pleased to submit to you the Airservices Australia Corporate Plan for the period 1 July 2014 to 30 June 2019. The Corporate Plan has been prepared in accordance with the statutory provisions of section 13 of the Air Services Act 1995 and section 17 of the Commonwealth Authorities and Companies Act 1997. Yours sincerely Air Chief Marshal Angus Houston AC, AFC (Ret’d) Chair 26 May 2014 Airservices Corporate Plan 2014–19 05 From the Chair As the Chair of Airservices Australia I am delighted to present the organisation’s 2014-19 Corporate Plan. This plan sees the organisation maintain a clear focus on achieving Airservices 2020 Vision, ‘Connecting the Australian aviation industry to deliver world best industry performance’ and is The organisation along with the Department of underpinned by Airservices ongoing commitment Defence continues to evaluate tenders for the to deliver safe, customer focused, efficient and joint delivery of a world-leading, civil-military environmentally sustainable air navigation and harmonised national Air Traffic Management (ATM) aviation rescue fire fighting (ARFF) services. system by 2020, with a successful respondent to be announced next financial year. The new I am pleased with Airservices ongoing safety system will ensure that Australian aviation remains performance. The organisation was ranked at the forefront of technology and a global leader second in an international safety benchmarking in ATM service delivery. study undertaken by the Civil Air Navigation Services Organisation which assessed fifty To get ready for this significant change we are individual air navigation service providers’ focused on transformational changes to not only performance against a range of metrics including the organisation’s operational systems, but also its loss of separation, runway incursion statistics and workforce capability, future business operations safety management system (SMS) maturity. and the way in which it works with industry partners to align future interests and needs. This result is reflective of the continual improvement, review and validation approach Recognising the importance of its people that Airservices applies to its operations and in realising these changes Airservices has procedures to ensure the ongoing safety embarked on a long-term ‘Our People Our of the Australian aviation industry. This was Future’ program. This program continues supported this year by a comprehensive Normal current leadership development and will align Operations Safety Survey (NOSS) program, and organisational culture to facilitate an improved the establishment of a taskforce to review and customer -centric ethos driven by customer value implement a range of new initiatives to prevent and industry collaboration. loss of separation events. Airservices has an increased focus on delivering A new Work Health and Safety (WHS) strategy environmentally responsible services which was also launched which simplifies processes appropriately consider aircraft emissions and and paperwork, reinforces principles of ‘safety by noise management. Significant improvements to design’ and drives initiatives that are delivering the way community issues are managed, as well improved outcomes to Airservices workers with a as Airservices ability to deploy a range of tools focus on wellbeing at work as well as a reduction to better understand the impacts that changes in incidents. to aircraft operations may have, continue to be progressed in this plan. 06 Airservices Corporate Plan 2014–19 By way of example, following wide consultation requirements to provide five new ARFF services Airservices is trialling a modified flight path in as well as category increases at Adelaide, Perth to reduce the impact of aircraft noise on Mackay, Launceston, Brisbane and Perth. This more than 4000 Roleystone residents by moving service line expansion is forecast to continue in the flight path over mostly rural areas. The this plan. noise impacts of the moved flight path will be assessed before deciding whether to make the As a Registered Training Organisation Airservices change permanent. relies on internal skill development for the specialist and operational roles it performs and To meet the significant challenge of the ATM the Airservices Learning Academy has responded network-wide increase in demand over the next to the challenge of increased air traffic control and five years and beyond Airservices continues to aviation rescue fire fighting workforce demands reform its operations to optimise the management by increasing the volume of trainees. In 2013–14 of Australia’s airspace and aerodromes and the there was a 31 per cent and 150 per cent use of aviation infrastructure. increase in scheduled courses respectively, on the previous financial year’s approved forward training Airservices is highly cognisant of the financial schedule. constraints within which industry participants operate. Through increased collaborative The unprecedented demand for ARFF trainee decision-making, the introduction of tailored fire fighters grew 76 per cent, increasing from procedures, user preferred routes and improved 68 recruits in 2012–13 to 120 for 2013–14 in flow management Airservices continues to response to new ARFF services supporting strive to provide the required services in a regional growth and maintaining safety standards, way that enhances efficiency and improves which we have catered for through a $35 million cost-effectiveness. training infrastructure program. In December 2013 Airservices celebrated the 10th Airservices continues to work with a range of anniversary of the use of Flex Tracks between government agencies and industry to deliver Dubai and Sydney. Airservices now produces the Government’s long term policy objectives 17 Flex Tracks between Australia and airports in as well as meet operational expectations. I am Asia and the Middle East, resulting in significant pleased with the progress that Airservices has fuel savings for airlines and a significant reduction made to strengthen its positive relationship with in CO2 emissions. both the regulator and the investigator to facilitate productive improvements for the industry while The organisation is building on its unique position maintaining required safety levels. within the Australian aviation industry to help industry realise the full benefits of collaborative The Board and I look forward to helping decision making from a customer service, cost Airservices professional and dedicated employees saving and environmental perspective. to achieve the organisation’s 2020 Vision. As Airservices initiatives begin to remove Angus Houston constraints from the Australian ATM system, we Chair are also working to reduce the constraints of the physical airspace route structures to enable our customers to better realise benefits. Unprecedented growth in both passenger numbers and aircraft movements presents a significant challenge. Air traffic growth, combined with the introduction of larger, more modern aircraft fleets, has triggered legislated Airservices Corporate Plan 2014–19 07 Airservices role Airservices is a Government owned corporation and subject to independent investigation by the and a monopoly service provider of air navigation Australian Transport Safety Bureau. services across Australian and oceanic airspace, covering 11 per cent of the earth’s surface, for Our air navigation services are subject to the over 4 million aircraft movements and 140 million provisions of the Civil Aviation Safety Regulations
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