Performance domains and KPIs

Transforming the customer journey

Transform the end-to-end experience for all those who use Australia’s skies

KPI results	2020-21 Result	2021-22 Result	2022-23 Target¹	Result
Significant attributable safety occurrences
Number of Loss of Separation or Runway Incursion occurrences where the Risk Assessment Tool score is Category A.	0	0	0	0
Number of occurrences where the response to an aircraft did not meet the regulated response time.	0	0	0	0
Planned capacity delivered as percentage of time (%)
Achieved capacity (throughput) on day of operations in comparison to what was planned the previous day, measured for our top 4 airports (Sydney Kingsford Smith, Melbourne, Brisbane and Perth).	Measure transitioned from On Time Performance	Measure transitioned from On Time Performance	>75%	82%
Customer Satisfaction*
Expressed as a percentage of satisfaction with our services. *Prior to 2019-20 we measured our customer advocacy as determined by the net promoter score.	71%	81%	>81%	69%

Source: Airservices 2022-23 Corporate Plan, page 21

Analysis

We embrace the value ‘safe always’ and delivered safe, efficient and reliable services throughout the financial year with no significant attributable safety occurrences recorded for our aerospace and aviation rescue fire fighting services.

The aviation industry continued to recover from the effects of COVID-19 throughout the year, resulting in traffic patterns and the rate of recovery being volatile across the Australian network. Against the backdrop of this recovery, we have not consistently delivered the service to the standard we expect of ourselves and that is relied upon by our customers and stakeholders. While we delivered on our planned capacity promise for the year, with the result exceeding our target, the efficiency and consistency of the network, at times, was impacted and constrained by our operational challenges, hampering the overall industry recovery.

In supporting our service delivery, we welcomed 21 new operational air traffic controllers and 48 fire fighters during the year.

As the industry recovery continues through the return of international traffic and the reopening of Asian hubs, we are working closely with our customers to strengthen resilience and deliver increased service performance outcomes.

Our annual Customer Satisfaction Survey result for 2022-23 was below target at 69%. This is reflective of the challenges the industry has faced in recovery. Feedback was generally positive overall with a small number of operators concerned with service variations that impact their network and operational efficiency.

ARFF services

Sustainable and scalable ARFF services delivering improved safety for our people and customers through evolved fleet and people capabilities.

Key initiatives

Fleet renewal

A transformation of our vehicle capabilities that drives both efficiencies in operations and safety for our people, includes trials to test, pilot and prove feasibility of new technologies, including remote and/or autonomous vehicle technology, electric vehicles, innovative fire fighting consumables, and digital systems. This ensures sustainability and long-term growth of ARFF services, through strong focus on matching services to our customer’s needs.

Achievements

We are continuing our National Fleet acquisition and formalised an agreement to procure plug-in hybrid electric vehicles (PHEV) at the new Western Sydney International Airport. The benefits of PHEV include reduced CO2 and diesel particulates emissions, and 28% faster response times than comparable internal combustion engine vehicles. These new vehicles will also be equipped with High Reach Extendable Turret (HRET) technology to enhance the safety of our people by keeping our personnel out of hazardous situations, while improving incident response outcomes for the industry and our customers.

Aerodrome services

Optimised, resilient and efficient aerodrome services through scalable and flexible delivery.

Key initiatives

Digital Aerodrome Services (DAS)

The introduction of digital air traffic operations at both Canberra and Western Sydney International Airports.

Achievements

The Early Test and Evaluation Platform (ETEP) at Canberra Airport was installed in February 2023. It will enable us to develop human factor assessments, and change management activities with our controllers and engagement with our regulator. We are incorporating the new Air Traffic Management (ATM) system into the ETEP with expected completion in the first half of the 2023-24 financial year.

Airport Collaborative Decision Making (A-CDM)

Optimise airport operations through enhanced collaboration with customers by sharing real-time data and insights.

Achievements

Airport Collaborative Decision Making (A-CDM) is designed to facilitate the sharing of accurate and timely information between airports, airlines, aircraft operators, ground handling agents and air traffic control. A-CDM will ensure a common operation picture to improve operation planning and provide a more collaborative approach to decisions that impact day-to-day operations for all stakeholders.

We achieved in-principle agreement from all 8 industry partners, enabling the program to be on track to have the A-CDM platform available by early 2023-24. The implementation of the Arrival Predictability and Surface Situational Awareness (Stage 1) capability will provide industry partners real-time access to Airservices data. This will also see the automation of aircraft cap monitoring at Sydney Kingsford Smith Airport, contributing to an increase in the current throughput.

Aerodrome expansion

Sustainable capacity growth with balanced community and customer outcomes.

Key initiatives

Aerodrome expansion

Deliver a balanced outcome for all stakeholders while supporting industry expansion and infrastructure investment at Melbourne and Perth airports and the new Western Sydney International Airport.

Achievements

We are continuing to work with Western Sydney Airport (WSA Co) and the Department of Infrastructure, Transport, Regional Development, Communications and the Arts (the Department) on the scope of joint works and priorities for airport infrastructure and future service provision at Western Sydney International Airport.

We supported the Department in releasing the preliminary flight paths along with an aircraft overflight noise tool to the community. We continue to work with the Department on the development of the Environmental Impact Study, which will be released to the community later in calendar year 2023.

Airspace services

Optimised, safe and efficient use of Australian airspace through a single national air traffic system.

Key initiatives

OneSKY Program

Deliver a harmonised civil and 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.

Achievements

The Melbourne Air Traffic Services Centre is now complete and CMATS installation is at an advanced stage in Brisbane, Melbourne and a number of Defence sites.

We continue to prioritise OneSKY and, along with Defence and Thales, agreed on a Remediation Action Plan in March 2023 to streamline the delivery of OneSKY/CMATS, with the aim to prioritise national benefits and simplify the system’s deployment for greater efficiencies.

Airspace modernisation

Improve aviation safety and efficiency through national standardisation and leveraging the benefits of increased surveillance coverage.

Achievements

We have completed 3 key activities realising safety and efficiency for our customers.

We enhanced safety at 4 aerodromes by implementing surveillance approach services at Hobart, Launceston, Mackay and Rockhampton.
We successfully completed the first trial of a new continuous descent operations procedure at Melbourne. This capability will allow us to improve delay management, increase the accuracy of arrival times and enhance predictability of aircraft arriving from close regional airports.
The permanent replacement of Flex Tracks with continental User Preferred Routes within Class A airspace will enable our customers to optimise and generate savings in fuel burn and CO₂ emissions.

Case Study

Plug-in hybrid electric vehicles (PHEV) for Western Sydney International (WSI) Airport

We will be operating plug-in hybrid electric vehicles (PHEV) for the new WSI Airport. With a combination of an electric motor and a conventional internal diesel engine, it will be the first of its kind at an airport in Australia. The vehicles were selected for their advanced safety and environmental sustainability features.

The new PHEV will improve service outcomes and enhance the safety of our people both at the point of responding to an emergency incident and during training and day-today operations. They will also improve our environmental outcomes. Specifically:

Improvement to our incident response for customers by leveraging new electric capabilities that result in 28% faster response times and vehicle acceleration that is 23% faster compared to our current diesel-based fleet.
Improvement to safety outcomes for fire crews by minimising exposure to hazards, through the inclusion of a High Reach Extendable Turret (HRET) which enables fire fighting without crew members having to exit the vehicle as well as the reduction of hazards from exhaust fumes with day-to-day operations.
Reducing our carbon emissions through a lower fuel consumption, aligning with our broader commitment to reach net zero by 2050.

As the aviation industry continues to evolve, this investment sets a new benchmark for safety, efficiency, and environmental consciousness in airport operations.

Uncrewed services

Optimised, safe and efficient use of Australian Safe and sustainable integration of the Uncrewed Aircraft System (UAS) market.

Key initiatives

Flight Information Management System (FIMS)

Testing, piloting and proving technical feasibility to safely integrate uncrewed services into our existing operations servicing the aviation industry. We are advocating for Australia’s requirements in this emerging market through active engagement with standards and international harmonisation forums.

Achievements

We completed our evaluations from the FIMS prototyping activities and in-field trials with industry partners, establishing the platform for the delivery of an operational FIMS in 2025 – the backbone of safe integration of uncrewed aircraft into shared airspace.

To provide easier and safe access for Uncrewed Aircraft System (UAS) and foster growth of the uncrewed market, we have progressed plans for the delivery of UAS geospatial data management. This will enable Airservices to be one of several UAS Service Suppliers (USS) in the competitive and open market. We are also progressing delivery of an operational capability at all 29 civil controlled aerodromes that builds on our Automated Airspace Authorisations trial currently being conducted in partnership with the Civil Aviation Safety Authority (CASA). This capability will reduce airspace authorisation processing request times from several weeks to seconds.

Drone detection

Increasing the safety and efficiency of our industry by building the foundations for drone surveillance around Australian airports.

Achievements

We have completed our Integrated Drone Surveillance System (IDSS) trial at Sydney Airport that saw multiple detection sensor types (radiofrequency, radar and optical cameras) utilised concurrently to detect and identify drones and to synthesise the information into a single common operating picture. We conducted stakeholder engagement days, including representatives from the Department, CASA and Sydney Airport attending. We are assessing the data and learnings from the trial to inform the kinds of surveillance required at our airports to enhance safe airspace integration.

Case Study

FIMS trials

Partnerships with industry are key for Airservices allowing access to the latest generation of capabilities and innovations, and enabling our industry colleagues to leverage our know-how in air traffic management. We are developing cutting-edge capabilities that will drive Uncrewed Aircraft System (UAS) growth, enhance safety, and deliver automated capabilities for our services into the future.

We partnered with world-leading, innovative high-tech organisations to prototype a Flight Information Management System (FIMS), which is the backbone of the new UAS Traffic Management (UTM) in Australia to provide digital and automated capabilities to support growth of the UAS market and to enhance safety for all airspace users and the community.

The FIMS prototype activities culminated in in-field trials at Bunyan airfield, south of Canberra. The intent of these trials was to test technology and vendor maturity, to deliver future operational FIMS capabilities. Developers tested their capabilities against our outcomes-based requirements in a hybrid live and virtual environment. This included the simulation of a complex airspace environment and simulated regular passenger transport operations, alongside live operations of UAS in the confined test area.

We worked through several scenarios during these trials, each with a focus on providing new capabilities to emerging entrants and the safe integration of UAS with traditional air traffic. Airservices partnerships and collaboration with industry means we leverage each other’s strengths, to deliver capabilities to the required fidelity and robustness that the community demands to keep them safe.

Airservices’ partnerships with industry mean we leverage each other’s strengths.

Data and information services

Delivering valued insights by leveraging our unique air navigation and network capabilities.

Key initiatives

Digital twin

Ecosystem insights and decision support through artificial intelligence (AI) that simulates and evaluates real-time data to improve both the network capacity utilisation and recovery from disruption.

Achievements

We successfully completed the initial use case for a pre-tactical / day prior to operations network planning capability tool, proving the viability of the technology. As we progressively commission this capability, we will improve delay management planning in the day prior to operations. We have commenced the airport Meteorological Collaborative Decision Making (METCDM) process, which is the next logical extension of the capability.

Aeronautical information management

Customers will receive interoperable, real-time, intuitive data harnessing automation and digitalisation of our Aeronautical Information Service (AIS).

Achievements

We commissioned the Aeronautical Data Originator (ADO) portal to deliver a more efficient data collection process which will streamline our customers’ interactions with Airservices. The roll out to 700 aerodromes will be completed by August 2023 with the remainder of the users expected to be transitioned by the end of the 2023 calendar year. This will include a series of webinars and training videos. The portal will streamline ADO interactions with Airservices, digitising the current manual processes.

Enterprise Network Modernisation Program (ENMP)

Developing a next generation telecommunications network architecture for service expansion to deliver greater network resilience and reliability for our industry. This is a key dependency for the OneSKY Program.

Achievements

We continued to replace end-of-life infrastructure including copper-based services, building resilience with the next generation telecommunications network. During the year, we continued to develop our core partnerships in readiness for the progressive implementation and operation of our modernised telecommunications and surveillance network, which is expected to commence in the first half of the 2023-24 financial year. The modernisation will deliver greater network resilience and reliability for our industry.

Case Study

Engaging with industry

Airservices hosted key Australian aviation leaders and stakeholders at our first Aviation Network Roundtable to expand industry collaboration, held in Sydney in May 2023. The Roundtables will maintain a consistent and collaborative focus on network performance and drive continuous improvement for all industry participants.

The focus areas discussed at this meeting were:

Connecting data and insights: The need to gather and analyse data on whole-of-network performance outcomes and their underlying drivers. With these insights, industry stakeholders can collectively work towards enhancing the overall performance of the aviation network.
Coordinating plans: To ensure a seamless experience for customers, it is imperative to coordinate plans across tactical, pre-tactical
and strategic horizons. This approach will culminate in the development of a Network Operations Plan to enhance consistency and predictability in operations.
Establishing governance: Transparency and accountability are crucial for driving system-wide improvements. Setting the right governance structures will increase transparency and facilitate ongoing enhancements in the overall performance of the aviation network.

Industry leaders are working together to ensure sustainable growth and meet the evolving needs of the communities we serve.

Leaders from the major airlines and experts from various aviation organisations attended, providing valuable insights that served as the cornerstone for building trust and fostering collaboration within the industry. These events will serve as a platform for senior aviation leaders to gain a comprehensive understanding of the current state of the network and identify opportunities for enhancement.
Special guest speaker Eamonn Brennan, former Director General of Eurocontrol and ex-CEO of the Irish Aviation Authority, emphasised the importance of stakeholder cooperation in the Australian context. Given the increased expectations surrounding the social impact of aviation, it has become crucial for industry leaders to work together to ensure sustainable growth and meet the evolving needs of the communities we serve.

Fostering a high-performance culture

Create a workplace of highly engaged people living our values

KPI results	2020-21 Result	2021-22 Result	2022-23 Target¹	2022-23 Result
Total Recordable Injury Frequency Rate (TRIFR) *
Total Recordable Injury Frequency Rate is defined as occurrences per million hours worked, resulting in an injury that requires medical treatment from a legally qualified medical practitioner, or a person to be absent for any complete day or shift, after the day upon which the injury occurred, or both.	Measure transitioned from Lost Time Injury Frequency Rate	8.5	<7.0	10.4
People Engagement
People Engagement score reflects employee satisfaction with the statement "I am happy working at Airservices".	60%²	68	>69	65

*Rolling 12 month result

Source: Airservices 2022-23 Corporate Plan, page 21
Launch of new Continuous Feedback platform (Glint) in October 2020

Analysis

Our total recordable injury frequency rate (TRIFR) was above target for 2022-23. Most injuries related to body stressing resulting from operational training of our aviation rescue fire fighters. Our injury reduction program for our aviation rescue fire fighters is targeting a reduction in injuries and risk factors that contribute to injuries and will continue into 2023-24. During the year, progress was made on activities underpinning the development of an ARFFS Physical Safety Standard and making adjustments to Physical Aptitude Tests under our ARFFS Health and Wellbeing Program. These activities, undertaken with our program partner Macquarie University, are contributing to the establishment of a scientifically validated and defensible test and standard that will ensure operational aviation firefighting staff are capable of performing the inherent physical requirements of their role. The new standard and test that will be developed is intended to reduce the frequency and severity of injuries sustained by our aviation fire fighters.

We established a National Health and Safety Committee for ARFF in June 2023, which will provide a forum for reviews and consultations on safety-related issues to ensure nationwide consistency and best practice. In addition, we continued the implementation of strategic and tactical work health and safety management plans, addressing injury management and early intervention initiatives and a psychosocial risk reduction plan. We are working towards improving our WHS performance by enhancing leadership capability, developing a critical control framework and improving our systems effectiveness.

Our People Engagement result was below target. While the overall result did not meet the target, we have seen an improvement in some areas, including employee well-being, safety being a top priority for staff across the organisation, and our employees understanding how they contribute to the success of Airservices. We have commenced the implementation of an Engagement and Participation Plan to improve people engagement through tangible, practical leader-led actions and more visible communications. These initiatives include Leader workshops, development of a Leader pack with key messaging, Organisational Effectiveness Workshops (OEW) and the Propel Leadership Program. The OEW, for our senior leaders of leaders, has a dual focus on ‘what’ we need to achieve (outcomes), and ‘how’ we need to achieve (behaviours). In parallel, the Propel Leadership Program, for leaders of our front-line service delivery staff, is tailored to equip front-line leaders with specific capabilities to lead through change. Overall, these initiatives are designed to build alignment around organisational priorities, including our culture change, and to enable all our leaders to work as ‘one Airservices’ across our broader business, while uplifting the capability of our leaders with a focus on supporting leaders to develop and implement action plans to address problem areas and improve people engagement.

During 2022-23, we welcomed back Elizabeth Broderick & Co to facilitate a progress review of the progress on our culture journey and the commitments we have made 2 years after their initial findings. We anticipate the results of this progress review will be available in early 2023-24.

People and culture

A thriving purpose- and values-led organisation, aligning people designs and other capabilities to need.

Key initiatives

Culture Reform Program

We will be a leading place to work in Australia, through our 4 key initiatives: promoting a safe and inclusive place to work, embedding a culture of trust, care and accountability, cultivating courageous and authentic leadership, and strategically optimising our workforce and talent.

Achievements

We are striving towards transforming our culture to become a leading place to work in Australia. While this has been challenging, it will remain a specific focus for us. We continued to invest in creating a safe and engaging workplace, recognising our TRIFR and People Engagement KPIs remain a challenge.

We have focused on building a safe and inclusive place to work. We initiated a Workplace Health & Safety Improvement program to step change our safety performance, commencing in the first half of 2023-24. We also continued to invest in activities through our employee networks, elevating the focus on the value of diversity and inclusion in our organisation.

We continue to support the mental health and well-being of our people through implementing a Peer Assistance Network (PAN).

We have made a significant investment in building leadership capability to enable our frontline leaders to lead change by delivering the first phase of our Propel program.

Accountability and transparency for our progress is key to our cultural journey. The Elizabeth Broderick & Co review was conducted in June 2023. We anticipate the report will be available early in 2023-24.

Infrastructure and facilities

Safe, inclusive, engaging, and sustainable workplaces, enabling delivery of our valued services.

Key initiatives

Inclusive facilities

Modernised facilities that improve the inclusiveness and safety for our people.

Achievements

We have improved the inclusiveness of 20 of our key sites across Australia this financial year. We added female and gender-neutral facilities for our people, facilities for parents to meet their physical needs in private spaces, as well as personal reflection rooms.

However, progress has been challenging as we balance the need to improve the inclusiveness of our facilities while responding to feedback from our people on the condition of facilities and priority modernisation plans.

A further 3 sites are being built with inclusiveness by design in our purpose-built Air Traffic Services Centres (ATSC) in Brisbane, Melbourne and Perth during calendar year 2023. We have progressed design at an additional 4 sites at Karratha, Adelaide, Rockhampton and Mackay and expect to commence construction over the course of financial year 2023-24.

We delivered a Workplace Experience Strategy as well as flexible office environments to support hybrid work and inclusivity.

Case Study

Propel

The evolution of our culture continues to gain momentum, with new initiatives driving greater inclusivity, respect and diversity in our workplaces. At the forefront of initiatives to transform our culture, empower our people and prepare our leaders for the future has been the launch of the highly successful Propel Leadership Program.

Propel is designed specifically by our people for our people. It is not only a commitment to the ongoing learning and development of our leaders, but also a valuable resource that our people can leverage to further build on their existing knowledge. The program is tailored to leaders who lead large cohorts of our daily front-line service delivery people, providing them with the critical skills they need to authentically lead their teams through the complexity of change. Since the roll out of the program, we have seen 100 of our service delivery leaders complete the program. A further 300 front-line operational leaders are currently participating in the program with expected completion in November 2023.

The tailored development of the program, in combination with utilisation of unique learning environments that foster connection and psychological safety, has visibly lifted cross-functional collaboration and enhanced leadership capabilities. Our organisation is well positioned for a future of cultural and operational success.

Feedback on the program has been overwhelmingly positive:

“This program is the best leadership program I’ve ever attended.”

“Learning how to identify when I’m at my best and worst is helping me lead more effectively.”

“Meeting my colleagues and networking across service delivery has been a highlight of this program. I believe we’re all in it together.”

We are transforming our culture by investing in our leaders.

Reducing our cost to serve

Reduce our transaction costs to deliver greater value from our services

KPI results	2020-21 Result	2021-22 Result	2022-23 Target¹	2022-23 Result
Real Price Growth (5-year trend)
Cumulative annual weighted average price change less Consumer Price Index (CPI). Where price growth stays below inflation, we are providing customers with real savings.	<0%	<0%	<0%	<0%
Return on Assets (RoA)
Our annual earnings as a percentage of our assets.	- 2.1%	-26.3%	- 25.5%	- 13.2%

Source: Airservices 2022-23 Corporate Plan, page 21

* Calculated over the preceding 5 years

Analysis

Our financial performance improved during the year, resulting in an above target Return on Assets (RoA) despite a slower than expected traffic recovery. This highlights the remaining volatility in the aviation industry and the imposing challenges we are still facing.

Domestic traffic has rebounded to 90% of prepandemic levels and is forecast to remain stable with potential expansion of domestic routes. International traffic accounted for 50% of our revenue last year and is still at only 70% of pre-pandemic levels. However, with the re-opening of China which has historically been our biggest inbound market, we expect Australian international air traffic to recover to pre-pandemic levels by 2024-25.

In late 2022 we received $495m in equity funding from the Australian Government. This additional government support has allowed us to continue recovery from the pandemic and deliver frontline services to the aviation industry, while investing in transforming our business.

We have not increased our prices since July 2015, equating to a 21% price reduction in real terms for our customers to 2022-23. We are currently engaging with our customers and the Australian Competition & Consumer Commission on modest price changes which will allow us to continue to fund our ongoing transformational investment programs and invest for future growth.

Support services

Effective, engaging, and efficient ways of working enabled by ‘next generation’ digital business tools and automation.

Key initiatives

Enterprise Resource Planning (ERP)

Deliver a digitally enabled set of core business processes supported by modern enterprise resource planning tools improving the efficiency and efficacy of our enabling functions.

Achievements

We have made substantial progress on Enterprise Resource Planning (ERP), evaluating the commercial technology’s fitness to improve the efficiency and efficacy of our enabling functions. Our high-level design is substantially complete and due to be finalised in August 2023. Our ambition to simplify and align our processes with industry best-practice remains a key benefit enabler. To date we have realised significant efficiency and efficacy benefits including reducing operating costs by $8.7m and repositioned proximately 90 of our people to support our change programs, representing an additional $12.7m.

Facilitating sustainable aviation

Balance community and environmental interests with industry performance

KPI results		2020-21 Result	2021-22 Result	2022-23 Target¹	2022-23 Result
Total Environmental Footprint
Environmental footprint refers to the use of natural resources across 5 categories: energy, water, land, materials, and waste. This includes reducing the use of resources through operations, procurement, and construction. (Measured annually)		n/a	241,510 tCO₂e³ Set baseline	241,510 tCO₂e	221,746 tCO₂e⁴

Source: Airservices 2022-23 Corporate Plan, page 21
Results are reported for the prior period due to the extensive time required to perform the calculation. For example, the calculation for the 2021-22 period was completed in December 2022 and is reported as the 2022-23 result.
The 2018-19 result reported in 2021-22 was set as baseline due to it being the most recent non-COVID impacted year of operations.
The 2021-22 result is the latest result available at the time of publication. The result for the 2022-23 period will be available in late 2023.

Analysis

We are progressing our aspiration towards net zero by 2050 and proactively reviewing the Australian Public Service (APS) Net Zero 2030 policy. Our Environmental Footprint (energy, waste and emissions profiles) result was calculated at 221,746 tCO₂e. This result is an 8.2% reduction from our 2019 baseline figure of 241,510 tCO₂e, enabling us to be on track for our targeted 10% reduction by the end of 2025-26.

We have reduced emissions through a reduction in fuel use, reduced electricity consumption at our facilities through the installation of more efficient equipment and the installation of offsetting solar panels at some of our facilities. We have also implemented new procurement considerations that measure the environmental impact of third-party supply contracts to reduce emissions.

We have progressed initiatives to uplift our community engagement practices and capabilities to improve our ability to balance community and environmental interests with industry performance. We will introduce quantitative KPIs in financial year 2023-24 to transparently measure our performance in achieving this balance.

Environment, community and sustainability

Faster, greener, quieter outcomes for our communities and customers enabled by our commitment to sustainable aviation.

Key initiatives

Aircraft noise management

Minimise the impact of aviation noise on communities through safe and feasible options in consultation with community and industry.

Achievements

We continued to proactively manage and minimise aircraft noise across our communities and developed options to address community noise impacts from Brisbane Airport operations. We commenced the implementation of our Noise Action Plan in January 2023, in line with the recommendations released following the Post Implementation Review (PIR) for Brisbane’s New Parallel Runway. Six design improvement options have been developed along with the baseline model, noise improvement trials and draft communication approach to the community.

We collaborated with the Department of Infrastructure, Transport, Regional Development, Communications and the Arts in their engagement of communities in relation to the release of flight path and noise information for the Western Sydney International (WSI) Airport, which aims to balance the needs of communities and industry.

In addition, we released our draft Community Engagement Standard across Australia for community input in May 2023 and had more than 4,500 people engaging through surveys or submission, digitally and in-person. The final Community Engagement Standard was published in September 2023.

PFAS management including wastewater management

Address the pollution legacy of our past use of fire fighting agents which included per- and poly-fluoroalkyl substances (PFAS).

Achievements

We continued to proactively engage with stakeholders to develop risk-based remediation strategies to address PFAS at our airport leased areas. We have progressed remedial planning at Launceston former fire training ground and Brisbane Satellite Fire Station. PFAS stockpile removals across targeted sites in Sydney, Melbourne, Launceston and Avalon are progressing, with finalisation expected by the end of 2023.

We are progressing with wastewater trials at Hobart, Canberra, Darwin and Melbourne. The trials will inform progression of wastewater management across our sites.

We managed a significant environmental event where PFAS was detected in the potable water at our Avalon air traffic and aviation rescue fire fighting facilities.

Environment strategy

Reduced total environmental footprint by minimising our resource usage, reduced emissions and sustainable practices. Protection of our heritage sites.

Achievements

We have improved our waste management and redirected waste from landfill to recycling and upcycling, installed over 300 kilowatts of solar across our sites, committed to plug-in hybrid electric vehicles for our new services at Western Sydney International Airport, completed our comprehensive study of all our sites and understand our aviation heritage value.

Case Study

Noise Action Plan for Brisbane

Brisbane Airport’s new parallel runway commenced operation in July 2020. As with all flight path changes, we conducted a Post Implementation Review (PIR) 12 months after implementation of the new flight paths introduced to support the new runway.

From July 2021 to December 2022, we investigated whether aircraft operations and noise outcomes from Brisbane Airport’s new parallel runway were consistent with the forecasts provided in earlier environmental assessments, and if there were opportunities to improve these operations, particularly in relation to aircraft noise.

The PIR involved extensive community engagement, which included public meetings and a formal submissions process, a review of complaint data and engagement with key stakeholders, including members of Parliament and community representative groups. The recommendations of the PIR form the Noise Action Plan for Brisbane.

We continue to listen, consult, and engage as we develop options to reduce noise impacts across Brisbane.

We started implementing the Noise Action Plan for Brisbane in January 2023. Four key packages of work will be delivered:

covering flight path change governance
increasing over water operations
reducing the impact of night-time operations
reducing the concentration of operations over some communities and reviewing the wider airspace system.

We are collaborating with communities to improve noise outcome – we continue to listen, consult and engage as we develop options to reduce noise impacts across Brisbane.

Case Study

Community Engagement Standard

We launched a new national Community Engagement Standard to improve how we engage with communities on aircraft noise, flight paths and airspace changes.

Our Community Engagement Standard will help us boost our engagement across Australia, which will:

	improve our decision making
	increase community satisfaction
	lead to greater acceptance of final outcomes
	build community networks and trust

Our standard provides a clear and defined best-practice process for engaging with communities on flight path changes of varying scope, scale and complexity. It will help us deliver effective and inclusive engagement and will establish a benchmark to measure our performance for future community engagement activities across Australia.

We’re changing the way we engage with communities

There are 10 engagement principles underpinning our proposed Community Engagement Standard:

Transparent
Meaningful
Scalable
Outcomes focused
Options based
Inclusive
Balanced
Clear and concise
Tailored
Conscientious

We’re building these principles into our daily engagement with the most important people to our business – our stakeholders. We’re consulting early. We’re giving adequate for time for stakeholders to input to our decision making. We’re engaging more widely. We’re doing it better.

We engaged families, communities and industry across Australia inviting them to ‘have a say’ on the draft of our new national approach to engaging communities when developing and implementing flight path changes.