Strategic Pillars

The current disruption to the aviation industry is without precedent. However, it is also giving us a chance to adapt and grow. As we continue to keep our skies safe, we are acting now to respond to this changing landscape and create a radically different and better business for the future.

To achieve our purpose and to secure a sustainable trajectory to FY2025 and beyond, we have the following objectives:

adjust our services to be scalable and more closely aligned to customer requirements while maintaining safety as the first priority
become a more inclusive and agile organisation, by building a culture of trust, care and accountability
transition to a more flexible cost structure, with lower operating costs
accelerate the introduction of digitised services to prepare for future operating environments and improve productivity
transform our asset base to align capability to service demand and shift capital commitments to operating expenses.

These objectives will be achieved through a range of initiatives that are framed by our 3 strategic pillars: Customers, People and Owner.

CUSTOMERS

Understand our industry’s needs and enhance our services to deliver a better experience with more value for those that consume our services.

By FY2025 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.

INITIATIVES

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 FY2025, our organisation will be recognised as one of the leading places to work in Australia.

INITIATIVES

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 FY2025 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.

INITIATIVES

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 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 FY2021 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 fixed 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.


NOW: 2021-22	NEXT: 2022-23	LATER: 2024-25
RESPONDING TO THE IMPACTS OF THE PANDEMIC AND BUILDING THE FOUNDATION FOR CHANGE	TAILORING OUR SERVICE PERFORMANCE LEVELS TO THE NEEDS OF OUR CUSTOMERS AND COMMUNITY	TRANSFORMING HOW WE DELIVER OUR SERVICES THROUGH DIGITALISATION AND AUTOMATION
The operating environment remains unpredictable and will remain so throughout Horizon 1. The speed and breadth of the global COVID-19 vaccine rollout will be a major factor in determining the speed and breadth of the recovery of the aviation industry, both domestically and internationally. We continue to embed our operating model and cost-saving strategies, with a sharpened focus on customer outcomes, strengthening our capabilities and turning our minds to digitalisation of our activities in ways we never have before. Our investment plan continues to prioritise digital investments such as digital aerodrome services, while continuing implementation of our core investments - OneSKY and the Enterprise Network Modernisation Program. Ongoing focus on embedding a values-led culture for our people will enable acceleration towards digitalisation, as well as a focus on workforce initiatives. These initiatives we are implementing today, will consolidate the foundations to see us through an unpredictable operating environment as the industry returns to strength in Horizon 2	We will build more flexibility into our service levels and performance to match the needs of our customers as they recover. We will partner with the aviation industry to reduce aircraft emissions and noise, as well as make our own organisational commitments to preserve biodiversity, promote health, minimise pollution and reduce our total environmental footprint by 10 per cent by 2026. To drive future performance outcomes and to meet society's expectations in relation to environmental protection, we will continue to work with our customers and the community to reduce aircraft emissions and aircraft noise, working toward our targeted zero net emissions commitment by 2050. Our work to increase savings, boost efficiency and foster new partnerships to enhance our future digitalisation objectives will also continue. At the same time, we will look for opportunities to collaborate and partner with our neighbours in the Asia-Pacific, to build airspace management capability in the region.	We will be on the cusp of a digital revolution and more routine work will begin to be automated, driving efficiencies in our work, enabling more service flexibility, and the expansion of our service delivery outside airspace management. While this is happening, we will continue our work to build the culture, skills and capabilities in our workforce so that we deliver on our purpose in the years to come.