CUSTOMER
Understand our industry’s needs and enhance our services to deliver a better experience with more value for those that consume our services.
By 2024-25 we will have a comprehensive understanding of our industry’s needs and offer valued services to both existing and new customers. This will involve challenging the assumptions behind what we offer today, digitising and upgrading our systems, automating much of our manual and routine work, introducing new offerings, and using data and relationships to continually improve the customer experience.
Initiative
Service Performance Outcomes Matched to the Needs of Our Customers
Develop a safe and efficient graduated service offering for each customer segment.
Deliver essential supporting infrastructure and services in support of aviation industry expansion, including the opening of a significant new international and domestic airport in Western Sydney, and new runways in Melbourne and Perth, alongside Brisbane’s recently commissioned parallel runway.
OneSKY Program
Significant program to deliver a harmonised civil military air traffic management system that enables us to meet Australia’s air traffic management needs into the future, maintain defence capability and meet national security imperatives.
New Digital Capabilities to Drive Efficiency
Accelerate digitalisation and automation of services and solutions to prepare for future operating scenarios and improve unit cost efficiency.
Enterprise Network Modernisation Program
Ensure we have the capacity, availability, flexibility and security to manage current and future telecommunication network demands. It is a key dependency for the OneSKY Program and is critical to maintain the reliability and availability of the national airways system.
PEOPLE
Create a thriving purpose and values-led organisation.
By 2024-25, our organisation will be recognised as one of the leading places to work in Australia.
Initiative
Realigned Operating Model Efficiency Improvements
Redesign our operating model to operate as an efficient customer value chain, while driving the right behaviours and culture across the organisation.
Aligned Strategic Workforce and Talent
Develop a sustainable strategic workforce planning approach and framework, and identify ongoing skill and capability requirements (skills, culture and mindset).
Aligned Values, Leadership and Behaviours
Our work towards a culture of trust, care and accountability continues to be a priority. To progress our culture, we will continue to develop leadership capability to meet our Leadership Standard, and embed our purpose and values across Airservices.
We will also improve our ways of working to ensure the value chain operating model is effective in the delivery of customer outcomes.
OWNER
Create the value that is expected of us by our owner and community.
By 2024-25 we will be on our way to be a financially and environmentally sustainable organisation, and at the same time help improve the environmental and financial sustainability across the aviation ecosystem.
Initiative
Environmental Sustainability
We are uniquely positioned to play a leading role to improve environmental sustainability across the aviation ecosystem. We will partner with the aviation industry to reduce aircraft emissions and noise and meet our own organisational commitments to preserve biodiversity, promote health, minimise pollution and reduce our total environmental footprint.
Community Engagement
Minimise the impact of aviation noise on communities where practicable through improved balancing of competing flight path design constraints, the expansion of flight path monitoring data and Continuous Descent Operations benefits through OneSKY.
Cost-saving Measures
Sustain and build on the savings in 2020-21 by reducing demand-driven expenditure and identifying process changes to ensure that expenditure is minimised as air traffic returns.
Supplier Engagement
Work with suppliers to find appropriate solutions to harvest incremental and sustainable savings. Establish scalable and flexible cost structures to move away from static cost structures.
Liquidity Management/Gearing Strategy
Agree acceptable financial KPIs/ratios, focused on sustainable debt and liquidity, during the pandemic and through the recovery phase to ensure ongoing financial sustainability.