NATIONAL AIRPORTS CORPORATION 2030 GROwTh STRATeGy

Transcription

1 NATIONAL AIRPORTS CORPORATION 2030 GROwTh STRATeGy Page

2 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 Page 2

3 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 Value Add Proposition 13 Environmental Assessment (SWOT) 14 Strategic Themes and Goals Objectives, Measures, Targets and Initiatives 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. Page 3

4 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 Page 4

5 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 personnel 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 safety 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. Page 5

6 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 annual basis. Hon. Steven Davis Minister for Civil Aviation Page 6

7 Chairman s Statement To all Customers, Stakeholders and Employees of National Airports Corporation Limited (NAC). Reuben Aila - Chairman Since the inception of the NAC which commenced operation as an airport operator in January 1 st 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 conventions. NAC has been carrying out major airports infrastructure and facilities improvement projects working closely with its strategic development partners in ADB through the CADIP Program, the Government of Japan through JICA and the Government of Australia through the Transport Sector Support Program (TSSP) since its inception. As the shareholder the Government of PNG also plays a pivotal role in the on-going upgrade and improvement of the 22 airports in Papua New Guinea. The Board of NAC Limited has approved the 2030 Growth Strategy as the pathway to meeting both the short and the long term objectives of the shareholder and in general the aviation sector in Papua New Guinea and the region. NAC is committed to operating a highly compliant organisation that ensures the highest standard of safety, security and convenience of the travelling public and airline operators. NAC s overall strategy towards building and improving airport infrastructure and facilities, airport security and safety, automation and integration of airport management systems and developing the workforce at every level for sustained development remains the priority focus areas of the Board and Management in the coming years. This corporate plan and the ensuing objectives have been made possible through a very competent Board comprising of highly experienced professionals and a very experienced Top Management Team. This document now paves the way for Management to develop its 5 year Operational Plan to ensure it is travelling in the right direction to realize its 2030 growth objectives on a consistent basis As the Chairman I am very confident that NAC is better prepared this time around to fulfil its mission and achieve its vision to operate 15 smart airports by Page 7

8 CEO/Managing Director s Statement Richard Yopo CEO/Managing Director 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. Our contribution to the aviation and the transportation industry in general has been consistent and significant and this trend will continue to gain momentum in the coming years as IATA has forecasted significant growth in passenger movement for the region. In their usual 20 Year Passenger Growth Forecast put out by IATA the Asia Pacific Region will experience the second highest passenger volumes by This forecast equates to a 4.7% growth or 1.8 billion passengers. This information provides both promises and challenges. As the mandated airport operator strategically located in the Pacific, NAC s operations has to be transformed quite significantly in order to meaningfully participate in the regional and global aviation growth. The NAC 2030 Growth Strategy therefore takes into account the present challenges as well as taking the steps The ADB and the GoPNG have been co-funding the major airport upgrade which cover construction of new Terminal buildings, runway extensions and pavement strengthening, upgrading of navigational aids and workforce capacity building across the country. ADB alone has committed a total of K1.8 to K2 Billion through the CADIP program in the last 7 years. And this significant trend of investment from ADB is still continuing and will be carried out in 3 stages. NAC is committed to ensuring these investments translate into tangible results with maximum returns for the country and for aviation as a whole. Our key strategies are listed below as we take the journey to 2030; Grow and Modernise the Business Develop and improve airport infrastructure, terminal facilities and system Concession of Port Moresby International Airport (PMIA) under the Private Public Partnership (PPP) initiative of the Government of PNG. Airport City Concept Development at Nadzab coupled with developing Nadzab as the multi-model transport hub expanding the Hub & Spokes Concept Maximize the use of assets to optimal levels for high returns on investment Identify all aerodrome land assets and invest in their development to support the growth strategy Connect and Empower the Population Develop partnerships with the Rural Airstrip Agency to create accessibility and economic opportunities for the rural population Expand the Hub & Spokes Concept to other identified centres Sustain the Business Employee welfare and Human Resources Capability Development Improve and strengthen Financial position Develop our data collection and reporting capabilities Business Intelligence. Introduce process efficiencies through Automation and integration Improve number of Certified airports Build and improve NAC s SMS Culture and Practice capabilities under CAR Part 100 National Airports Corporation Growth Strategy 2030 Page 8

9 Our Mission Statement The mission of the National Airports Corporation (NAC) of PNG under Civil Aviation Rule Part 139 is to provide safe and secure airports including airport infrastructure and terminal facilities that meets International Civil Aviation Organisational (ICAO) standards for safe and secure airports. By achieving this mission we will be supporting the growth of aviation and air transport in PNG which has a direct impact on the economic enhancement and prosperity of the nation. Commentary As the mandated airport operator NAC is committed to providing international ICAO standards airports consistent with the requirements of the CAR Part 139 Certification. To fulfil our mission we will endeavour to ensure: (1) All airport terminal facilities and infrastructure are operational and meets the minimum international standards for Aviation Safety and Security. (2) Our airports are safe, secure and able to provide integrated and efficient passenger processing facilities that are convenient, seamless and cost effective. (3) Our facilities and services ensure airline operators are able to operate economically and safely into all airports. (4) We are committed to enhancing economic prosperity across PNG by connecting the rural population to major hub centres, creating access for local produce to reach markets and providing the avenues for our people to reach economic independence. (5) NAC is able to absorb and contribute meaningfully to the growth of aviation and air transport industry in the country and the region NAC Staff at Nadzab airport working late at night to repair a damaged runway. NAC is committed to developing an organisation that has the right people (skills and knowledge), equipping them with the right resources (tools) and cultivating the right behavioural competencies to compliment and effectively deliver and execute our growth strategy. Page 9

10 Our Vision Statement NAC s vision is that, By 2030 we are operating 15 Smart Airports. Destination Statement By 2030 our highly trained and committed workforce are operating state of the art and very modern airports that ensures the highest standards of aviation safety. security and seamless processing of aircraft and passenger traffic. Commentary By 2030 a maximum of 15 of all airports under NAC are compliant to the minimum ICAO Recommended Standards and Practices (SARPs) for airport operations under CAR Part 139. We are enhancing our collaborative partnerships with aviation stakeholders and developing partners in providing globally accepted standards in airport terminal buildings and infrastructure, Safe, clean and Secure airport environments, runway lengths and runway pavement strengths that meets recommended specifications and are satisfactory to airline operators. All these are supported by a highly skilled and highly committed workforce implementing cutting edge integrated Airport Management System (AMS) that further enhances safe, secure and efficient processing of aircrafts and passengers. New Goroka Airport Terminal Building will complement the recently upgraded runway and perimeter fencing project at Goroka. Project is managed by CADIP and co-funded by ADB and the GoPNG. The GoPNG is committed to improving accessibility and connectivity for our people, especially those in the rural areas giving them access to markets for their produce. Page 10

11 Our Corporate Values In pursuit of its objectives, NAC will abide by the following values and behaviours 1. Innovative and Creative We are a professional organisation regulated and measured by international ICAO standards in aviation as regulated and enforced by CASA PNG. We commit to the processes of continuous improvement and actively encourage and expect our people to come up with innovative and creative initiatives to bring about positive change to better our performance and meet our compliance requirements. 3. Honesty & Integrity We remain committed to setting high ethical work standards of governance and ethical standards in both our internal processes and external dealings. We will first of all and collectively ensure we lead the way in demonstrating these high standards ourselves. 2. Customer Focused We define excellent service as - Convenient, Reliable and Affordable in a safe and secure environment. These key areas defines and characterizes our service philosophy which makes good business sense and adds great value for our customers and other aviation stakeholders. We will deliver on our service philosophy by ensuring that; Our operating environment and airport terminal facilities is clean, neat and in good hygienic state at all times; Our customers are experiencing prompt, courteous service that is delightful, seamless. Our airports are known for their high level of convenience and safety in a highly secure environment We maintain zero tolerance attitude towards unethical conduct such as nepotism, biasness, discrimination, harassment, unfairness, dishonesty, deliberate theft and fraud. We will apply the necessary steps to mitigate and remove all such behaviours from the Company. NAC Team at Miadeba Airport Esa-ala, District, Milne Bay Province 2017 Page 11

12 Our Corporate Values In pursuit of its objectives, NAC will abide by the following values and behaviours 4. Courageous & Tenacity We are bold and courageous in attempting new and better ways to achieve our objectives for creating a great organisation. We are committed to taking bold decisions that will enhance and improve the position of National Airports Corporation as a very successful and leading state own enterprise in PNG. 6. Health & Safety We are part of the greater aviation network governed and measured by international standards set by the ICAO. We will therefore understand that as the CAR Part 139 Certificate holder we are responsible for the health, security and safety of operators, passengers, aircrafts and all other stakeholder that use air travel and using our facilities. We commit to proactively ensuring a safe operating environment by identifying and reporting all hazardous situations, unsafe work practices or behaviours, all safety incidents and participate in all corrective actions to be undertaken as directed by the company. 5. Responsible & Accountable We are a professional unit working as a team with accountabilities and responsibilities for providing safe, secure and compliant airports that meets international ICAO and CASA PNG standards. We will collectively demonstrate this by: Demonstrating a high level of engagement. Delivering on out KPIs as agreed and within the time agreed. Improving on being effective both as an individual and as a team We will actively seek to improve productivity and reduce wastage Reporting all incidences and near misses to have them addressed We will activity take the steps to address all CANs in a timely manner We will actively work with our stakeholders and development partners to raise the standards of our airports to international standards. We will actively remove any obstacles and counter-productive processes, sections or individuals that hinders the process of the organization. Air Niugini Q400 Aircraft at Madang Airport Page 12

13 Board of Directors Board of Directors REUBEN AILA CHAIRMAN WAKO NAPASU DIRECTOR JERRY AGUS DEPUTY CHAIRMAN DAIRI VELE DIRECTOR ROY MUMU DIRECTOR RICHARD YOPO CEO/Managing Director MICHAEL KOISEN DIRECTOR ROMATA GENO COMPANY SECRETARY Page 11 13

14 Executive Management Richard Yopo CEO/Managing Director Gebo Henao General Manager Engineering Services Brigid Sikani General Manager SARC Romata Geno Company Secretary Wayne Manoka General Manager Commercial Mulai Ninihili-Vui General Manager Human Resources Jacob Anga General Manager Finance Mark Sahin General Manager Regional Airports Manuai Kametan Program Director CADIP Vilimoni Caucau General Manager POM Int l Airport Page 12 14

15 Our Value Add Proposition We have a very clear mandate to provide international (ICAO) standards for safety and security in all our airports further improving travelling public and operator experience when using air travel. We therefore promise to make available; Very safe, secure and clean airport environment Airports runway and terminal facilities that meets minimum ICAO/CASA standards Very efficient and effective aircraft processing Very efficient and convenient customer experience Very modern state of the art airport infrastructure and facilities Commercially viable options for our business partners Modern Terminal Facilities at Port Moresby International Airport Port Moresby Interna onal Airport, Jacksons. Page 15

16 Our Operating Environment The National Airports Corporation (NAC) was created and registered in 2008 as a separate company out of the former Civil Aviation Authority of PNG. NAC is the mandated organisation responsible for providing safe and secure airports that meets International (ICAO) standards for airports under the CAR Part 139. A total of 22 airports throughout PNG including the Port Moresby International Airport (PMIA), Jacksons Port Moresby comes under the jurisdiction of NAC. The challenges includes aging airport terminal buildings and facilities with an aging workforce. Successive Management has done very little about building internal capacity and capabilities for the for sustainable growth of the organisation. There exists a significant number of outstanding people issues since the inception of the company. Enablers Internally: The new Board and Management of NAC is better placed now than in the past giving it a renewed focus and energy to lift its performance and maximize its contribution to aviation and the transportation industry as a whole in PNG and the region. NAC s strong and healthy partnerships with our development partners ADB (CADIP), JICA, and the Government of PNG have all been a major factor in the steady and progressive growth of NAC as a company. Regional Forecast: The International Air Transport Association (IATA) has predicted a global growth of 7.2 billion passengers in air travel in 2035, a near doubling of the 3.8 billion air travellers in IATA has also forecasted that routes to, from and within the Asia-Pacific region will experience the second-highest passenger movement of an extra 1.8 billion by 2035, an annual average growth rate of 4.7% - The Middle East being the leader with 4.8% growth. Source: Pages/ aspx This data presents both challenges and opportunities for NAC as an airport operator strategically situated in the region. Challenges NAC s challenges as highlighted in the 2030 strategies include: Airport infrastructure and facilities improvement and development in the 21 other regional airports Working with the Rural Airstrips Agency to rehabilitate all rural airports PMIA Concession under the National Government s Private Public Partnership Policy Transform Nadzab into a national aviation hub inline with Nadzab City Development Plan funded by JICA. Relocate NAC Head Quarters to Nadzab Build workforce capability to sustain the 2030 strategy Improve NAC s financial position through various Commercial endeavours Improve Business Awareness through data collection and reporting Maximize the gains for Papua New Guinea with the expected growth in aviation in the region. Better utilization of unused Aerodrome Land (Landside) associated with all 22 airports. Boeing 737 Air Nauru at Momote Airport Manus Island Page 16

17 Strategic Themes Major cross-cutting themes running through the organisation and identified as the success Pillars of this Growth Strategy are as listed. Strategic Partnering Our development partners like ADB, JICA, the commercial banks and the Government of PNG are important to us and play a strategic role in the development of our airports. These strategic partnerships are transforming our airports to international standards and building internal capacities and capabilities for the sustainable future of the organisation. Consequently we are accorded an increasing level of trust and confidence from airline operators, regulators and Governments of both PNG and other States whose citizens fly into Papua New Guinea and use our airports. Good Governance We are committed to the highest standard of compliance to all prevailing statutory standards and regulatory requirements such as the Civil Aviation Rule Part 139 as set by the international aviation body ICAO and CASA PNG. We are transparent and accountable with our processes in relation to financial management, procurement processes, employment practice and decision making. The company holds its AGM consistently and have a Non-Qualified Audit Report on annual basis. Operational Excellence All key airport terminal buildings, equipment and facilities are operational and available 24/7 ensuring seamless and efficient processing of aircraft and passenger traffic in a safe and secure airport environment. Our internal policies and processes are automated and integrated leading to improved reliability and effectiveness. Port Moresby Interna onal Airport, Jacksons Port Moresby. Page 17

18 Overarching Strategic Goals For each strategic theme/pillar we have set High Level overarching Goal we are working towards achieving. Themes Goals (What we are aiming to achieve) Operational Excellence By 2030 our engaged staff are implementing modern Airport Management Systems and processes that are consistently meeting safety targets offering greater reliability and assurance to our customers. Commentary All key airport terminal buildings, equipment and facilities are operational and available 24/7 ensuring seamless and efficient processing of aircraft and passenger traffic in a safe and secure airport environment. Our internal policies and processes are automated and integrated leading to improved reliability and effectiveness Partnering Excellence Our partnerships are bearing tangible outcomes and making positive contributions and sharing relevant business and industry information to ensure a win-win outcomes for all stakeholders. Commentary Our development partners like ADB - CADIP, JICA, the commercial banks and the Provincial and National Government of PNG are all important to us and play a strategic role in the development of our airports. These strategic partnerships are transforming our airports to international standards and building internal capacities and capabilities for the sustainable future of the organisation. Consequently we are accorded an increasing level of trust and confidence from airline operators, regulators and Governments of both PNG and other States whose citizens fly into Papua New Guinea and use our airports, Good Governance We are a model Organisation for good governance in PNG. Commentary We are committed to the highest standard of compliance to all prevailing statutory standards and regulatory requirements such as the Civil Aviation Rule Part 139 and 140 as set by the ICAO and CASA PNG. We are transparent and accountable with our processes in relation to financial management, procurement processes, employment practice and decision making. The company holds its AGM consistently every year and have a Non- Qualified Audit Report on annual basis. Page 18

19 Customer and Stakeholder Perspective Strategic Objectives (MBO) Performance Measures (KPI) Performance Targets (Threshold) Improve Airport User Experience Number of Complaints lodge with NAC from users Maximum 5 Complaints Per QTR Number of Compliments received for great experience Minimum of 2 Compliments Per QTR Improve Airport Safety and Security Number of Safety and Security Incidents Reported Minimum of 5 Incidents Per QTR Improve Airport Infrastructure and Facilities Number of Contracts signed with Contractors for new Terminal Buildings across the country Number of Airports rehabilitated up to New Contract signed per year starting Airport refurbished and commissioned every 2 years Strategic Impact Projects (Initiatives) Online Customer Feedback Facility Modernisation of Airport Facilities NAC/PNG Royal Constabulary Reservist Program CCTV Technology and Infrastructure Airport Perimeter Fencing Smart Airports Concept Implement CADIP Annual Progress Update to Stakeholders Page

20 Safety and Compliance Accountabilities Strategic Objectives (MBO) Performance Measures (KPI) Performance Targets (Threshold) Improve the Number of CASA Certified Airports Number of airports with 5 year Certification under CAR Part 139/140 5 airports by end of 2020 Improve Compliance to CAR Part 139 and 140 Number of CANS per SACA Audit 50% Reduction on current CANS by end of QTR Improve status of Compliance Documentation under CAR Part 139/140 Update all Exposition Documentation Update SMS Manual By QTR By end QTR Improve Safety and Compliance Culture Number of workforce trained on SMS and Risk Management 50% of workforce trained by 2nd QTR Strategic Impact Projects (Initiatives) QA & SMS Training and Awareness Internal SMS and Safety Audit Program Airport Profiling Project Sought Specialist Documentation Writer Capacity Building in Safety, Risk and Compliance Page 20

21 Finance and Commercial Accountabilities Strategic Objectives (MBO) Performance Measures (KPI) Performance Targets (Threshold) Improve NAC s Financial Position Health Balanced Sheet (Monthly P&L Report) K100m Cash Holding in Bank by end of QTR Bank OD no longer used to service loan Zero OD Facility by end of QTR Reduction in cost to Income Ration Hold at 57/43% by QTR Improve and diversify Financial Revenue Streams Increase revenue generated by non-aeronautical data 30% of total revenue by QTR Improve Commercial Discipline Monthly Revenue resulting from new business 10% Additional Revenue by end of QTR Strategic Impact Projects (Initiatives) Review aeronautical charges and diversify revenue stream Cost to Income Ratio Management Strategy Aerodrome Car Park Charges Improve retail facilities Greenfield development through AIL Implement PPP option starting with PMIA Nadzab City Development/ Relocation New look Commercial Structure and Team Page 21

22 Internal Process and Efficiency Accountabilities Strategic Objectives (MBO) Performance Measures (KPI) Performance Targets (Threshold) Improve Business Intelligence and Awareness On time comprehensive Reports on safety and risk incidents 100% of all incidents get reported Daily Situation Report (SITREP) on status of operations 100% success of daily SITREP to MANCOM Updated SOP Manual for all sections and functions SOP Manual for all key positions available by QTR Improve Business Performance Reporting Accurate and Timely reports on performance data to Transport Department 100% On-Time all the Time Accurate and Timely Performance Report to NAC Board and Management 100% On-Time all the time Improve IT System Performance and Reliability Board endorsed NAC Redundancy and Disaster Recovery Plan Plan ready by end of QTR Improve Accountability throughout the organisation Board endorses revised NAC Org Structure Cascaded KPIs developed for each Key Role By end of QTR KPIs by end of QTR Strategic Impact Projects (Initiatives) Introduce suitable EDP or SAP System QA/SMS ISO Certification Sources suitable talents Improve Process Automation and Integration Establish NAC Intranet Develop NAC IT Disaster Recovery Package Company wide Restructure NAC Performance Management Program Page 22

23 People, Culture and Resources Accountabilities Strategic Objectives (MBO) Performance Measures (KPI) Performance Targets (Threshold) Strategic Impact Projects (Initiatives) Improve NAC Corporate Culture On Organisational Health Survey Report 70% Amber Rating Annual Employee Engagement Survey Improve Performance Measurement Practice Board/ManCom endorses NAC Performance Measurement System All Tier 1 and 2 Have KPIs by end of QTR NAC s Integrated Performance Measurement System Improve Workforce Capabilities Online TNA Report Number of Qualified Persons against positions Sources and Engage On-line TNA program NAC Corporate Training Plan Maximise Use of Appropriate Technology Integrated HR and Payroll System under Tech-1 All NAC Assets Registered onto T-1 By end of QTR By end of QTR Source and Recruit Tech-1 Master User into NAC Improve Employment Conditions Board Approved NAC Revised Salary Structure Improved Conditions Implemented by QTR NAC participates in the Hay Salaries and Remuneration Annual Survey Page 23

24 National Airports Growth Strategy 2030 Road Map WHERE WE WANT Customer & BY 2030 Stakeholder Perspective Improve Customer & Stakeholder Satisfaction Smart Airports TO BE: VISION SMART AIRPORTS Safety & Compliance Perspective Performance Objectives (MBO) Focus Area Improve Safety & Security SMS & Police Training Improve Certification Ratio Revive SARC & RSGG Improve Infrastructure/Facilities Development Partners Financial & Commercial Perspective Maximise PPP Program Improve Financial Position Manage Cost to Revenue Ratio Concession PMIA and Relocate HQ to NADZAB Improve Revenue Develop New Business Green Field with AIL Internal Business Process People, Culture and Resources Improve Business Awareness (BI) Automate & Integrate ICT with Airport Systems Improve Internal Process Organisational Review & Restructure Capability Development Training Needs Assessment & NAC Training Plan Remuneration Practice Salary Benchmark Survey & Competitive Conditions Strategic Initiatives and Impact Projects People & Culture Integrated HR Policy; Clear Core Values Code of Conduct Guidelines; WHERE WE ARE NOW Operational Excellence Governance Strategic Partnering National Airports Corporation Mission, Vision and Core Values Page 24

25 Key Partners Asian Development Bank Japan International Cooperation Agency Government of Papua New Guinea CASA PNG PNG Air Services Ltd Royal PNG Constabulary Rural Airstrips Agency PNG Customs Tourism Promotion Authority of PNG NAQIA From Left to Right: Richard Yopo - CEO/MD National Airports Corporation, Rob Collins - Chairman, CASA PNG; Wilson Sagati - Director CASA PNG National Weather Service Page 25

26 We serve a wider network of both domestic and international operators and travellers. We are expected to perform at international standards. Page 26

27 We are in the transportation industry contributing to nation building by connecting and empowering our people for improved mobility and access to opportunities for self development and enhancement. Page 27

28 National Airports Corporation PO Box 684, Boroko, NCD Papua New Guinea Tel: (675) ; Fax: (675) ; Website: FB Page: National Airports Corporation - Papua New Guinea Page 28