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NATIONAL AIRPORTS CORPORATION 2030 GROwTh STRATeGy
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National Airports Corporation 2030 Growth Strategy
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
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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 11-12
Value Add Proposition 13
Environmental Assessment (SWOT) 14
Strategic Themes and Goals 15-16
Objectives, Measures, Targets and Initiatives 17-21
Growth Strategy Road Maps 22
Table of Contents
Consistent with the NAC modernisation program the Company will continue to re-fleet its safety critical infrastructure, plant and equipment.
National Airports Corporation 2030 Growth Strategy
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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.
Our Preamble
National Airports Corporation 2030 Growth Strategy
Newly built Kagamuga Airport Terminal Building, Western Highlands Province — Project managed by CADIP, co-Funded by ADB and the GoPNG
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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 per-sonnel 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 safe-ty 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.
National Airports Corporation 2030 Growth Strategy
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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.
Hon. Steven Davis
Minister for Civil Aviation
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.
National Airports Corporation 2030 Growth Strategy
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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 Aus-tralia 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 Pa-pua 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 gen-eral the aviation sector in Papua New Guin-ea and the region. NAC is committed to operating a highly compliant organisa-tion 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 2030.
Reuben Aila - Chairman
National Airports Corporation 2030 Growth Strategy
Chairman’s Statement
To all Customers, Stakeholders and Employees of National Airports Corporation Limited (NAC).
Since the inception of the NAC which commenced operation as an airport operator in January 1st 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.
Page 8
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.
National Airports Corporation Growth Strategy 2030
CEO/Managing Director’s Statement
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
In their usual 20 Year Passenger Growth Forecast put out by IATA the Asia Pacific Region will experience the second highest passenger volumes by 2035. 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
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
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;
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Our Mission Statement
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.
National Airports Corporation 2030 Growth Strategy
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 in-frastructure and terminal facilities that meets International Civil Aviation Or-ganisational (ICAO) standards for safe and secure airports. By achieving this mis-sion 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
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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.
Our Vision Statement
National Airports Corporation 2030 Growth Strategy
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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.
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
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.
In pursuit of its objectives, NAC will abide by the following values and behaviours
Our Corporate Values
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.
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National Airports Corporation 2030 Growth Strategy
Page 12
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.
Our Corporate Values
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.
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.
Air Niugini Q400 Aircraft at Madang Airport
In pursuit of its objectives, NAC will abide by the following values and behaviours
National Airports Corporation 2030 Growth Strategy
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Board of Directors
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Page 11 National Airports Corporation 2030 Growth Strategy
Page 14
Gebo Henao General Manager Engineering Services
Romata Geno Company Secretary
Mulai Ninihili-Vui General Manager Human Resources
Mark Sahin General Manager Regional Airports
Vilimoni Caucau General Manager POM Int’l Airport
Wayne Manoka General Manager Commercial
Jacob Anga General Manager Finance
Manuai Kametan Program Director CADIP
Richard Yopo CEO/Managing Director
Executive Management
Page 12
Brigid Sikani General Manager SARC
National Airports Corporation 2030 Growth Strategy
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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
Our Value Add Proposition
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Modern Terminal Facilities at Port
Moresby International Airport
National Airports Corporation 2030 Growth Strategy
Page 16
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.
Our Operating Environment
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 predict-ed a global growth of 7.2 billion passengers in air travel in 2035, a near doubling of the 3.8 billion air travellers in 2016.
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: http://www.iata.org/pressroom/pr/Pages/2016-10-18-02.aspx This data presents both challenges and opportunities for NAC as an airport operator strategically situated in the region.
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Challenges NAC’s challenges as highlighted in the 2030 strat-egies 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.
National Airports Corporation 2030 Growth Strategy
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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 Gov-ernments 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.
Strategic Themes
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National Airports Corporation 2030 Growth Strategy
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Overarching Strategic Goals
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.
For each strategic theme/Pillar we have set High Level overarching Goal we are working towards achieving.
National Airports Corporation 2030 Growth Strategy
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Sou
gh
t Sp
ec
ialis
t
Do
cu
me
nta
tion
Writ
er
Imp
rove
Sa
fety
an
d C
om
plia
nc
e
Cu
lture
¨
N
um
be
r of w
ork
forc
e t
rain
ed
on
SM
S a
nd
Risk
Ma
na
ge
me
nt
¨
50%
of
wo
rkfo
rce
tr
ain
ed
by
2nd
QTR
4
- 20
19
¨
Ca
pa
city
Bu
ildin
g in
Sa
fety
, R
isk
an
d C
om
plia
nc
e
Safe
ty a
nd
Co
mp
lian
ce
Ac
co
un
tab
ilitie
s
National Airports Corporation 2030 Growth Strategy
Page 21
Stra
teg
ic O
bje
ctiv
es
(MBO
) Pe
rform
anc
e M
ea
sure
s (K
PI)
Perfo
rma
nce
Ta
rge
ts
(Thr
esh
old
) St
rate
gic
Imp
ac
t Pro
jec
ts
(Ini
tiativ
es)
Imp
rove
NA
C’s
Fin
an
cia
l
Po
sitio
n
¨
He
alth
Ba
lan
ce
d S
he
et
(Mo
nth
ly P
&L
Re
po
rt)
¨
Ban
k O
D n
o lo
ng
er u
sed
to
se
rvic
e lo
an
¨
Re
du
ctio
n in
co
st t
o In
co
me
R
atio
n
¨
K100
m C
ash
Ho
ldin
g in
Ba
nk
by
en
d o
f QTR
4 -
201
7
¨
Zero
OD
Fa
cili
ty b
y e
nd
of
QTR
4 2
017
¨
Ho
ld a
t 57
/43%
by
QTR
4 -
20
17
¨
Re
vie
w a
ero
na
utic
al c
ha
rge
s a
nd
div
ers
ify re
ven
ue
str
ea
m
¨
Co
st t
o In
co
me
Ra
tio M
an
ag
e-
me
nt
Stra
teg
y
Imp
rove
an
d d
ive
rsify
Fi
na
nc
ial R
eve
nu
e S
tre
am
s ¨
In
cre
ase
reve
nu
e g
en
era
ted
b
y n
on
-ae
ron
au
tica
l da
ta
¨
30%
of t
ota
l re
ven
ue
by
QTR
4
- 20
18
¨
Ae
rod
rom
e C
ar P
ark
Ch
arg
es
¨
Imp
rove
reta
il fa
cili
ties
¨
Gre
en
field
de
velo
pm
en
t th
rou
gh
AIL
¨
Imp
lem
en
t PP
P o
ptio
n s
tart
ing
w
ith P
MIA
¨
Na
dza
b C
ity D
eve
lop
me
nt/
Re
loc
atio
n
Imp
rove
Co
mm
erc
ial
Disc
iplin
e
¨
Mo
nth
ly R
eve
nu
e re
sulti
ng
fr
om
ne
w b
usin
ess
¨
10
% A
dd
itio
na
l Re
ven
ue
by
en
d o
f QTR
4 -
201
8 ¨
N
ew
loo
k C
om
me
rcia
l Str
uc
ture
a
nd
Te
am
Fin
an
ce
an
d C
om
me
rcia
l Ac
co
un
tab
ilitie
s
National Airports Corporation 2030 Growth Strategy
Page 22
Stra
teg
ic O
bje
ctiv
es
(MBO
) Pe
rform
anc
e M
ea
sure
s (K
PI)
Perfo
rma
nce
Ta
rge
ts
(Thr
esh
old
)
Stra
teg
ic Im
pa
ct P
roje
cts
(Ini
tiativ
es)
Imp
rove
Bu
sine
ss In
tellig
en
ce
an
d
Aw
are
ne
ss
¨
On
tim
e c
om
pre
he
nsiv
e R
ep
ort
s o
n
safe
ty a
nd
risk
inc
ide
nts
¨
Da
ily S
itua
tion
Re
po
rt (
SITR
EP)
on
sta
-tu
s o
f op
era
tion
s
¨
Up
da
ted
SO
P M
an
ua
l fo
r all
sec
tion
s a
nd
fun
ctio
ns
¨
100%
of a
ll in
cid
en
ts g
et
rep
ort
ed
¨
100%
su
cc
ess
of
da
ily
SITR
EP t
o
MA
NC
OM
¨
SOP
Ma
nu
al f
or a
ll ke
y p
osit
ion
s a
vaila
ble
by
QTR
4 2
018
¨
Intr
od
uc
e s
uita
ble
ED
P o
r SA
P Sy
ste
m
¨
QA
/SM
S IS
O C
ert
ific
atio
n
¨
Sou
rce
s su
itab
le t
ale
nts
Imp
rove
Bu
sine
ss P
erf
orm
an
ce
Re
po
rtin
g
¨
Ac
cu
rate
an
d T
ime
ly re
po
rts
on
pe
r-fo
rma
nc
e d
ata
to
Tra
nsp
ort
D
ep
art
-m
en
t
¨
Ac
cu
rate
an
d T
ime
ly P
erf
orm
an
ce
R
ep
ort
to
NA
C B
oa
rd a
nd
M
an
ag
em
en
t
¨
100%
On
-Tim
e a
ll th
e
Tim
e
¨
100%
On
-Tim
e a
ll th
e
time
¨
Imp
rove
Pro
ce
ss
Au
tom
atio
n a
nd
In
teg
ratio
n
¨
Esta
blis
h N
AC
Intr
an
et
Imp
rove
IT S
yste
m P
erf
orm
an
ce
a
nd
Re
liab
ility
¨
Bo
ard
en
do
rse
d N
AC
Re
du
nd
an
-c
y a
nd
Disa
ste
r Re
co
very
Pla
n
¨
Pla
n re
ad
y b
y e
nd
of
QTR
2—
201
8 ¨
D
eve
lop
NA
C IT
Disa
ste
r R
ec
ove
ry P
ac
kag
e
Imp
rove
Ac
co
un
tab
ility
th
rou
gh
ou
t th
e o
rga
nisa
tion
¨
Bo
ard
en
do
rse
s re
vise
d N
AC
Org
St
ruc
ture
¨
Ca
sca
de
d K
PIs
de
velo
pe
d fo
r e
ac
h K
ey
Ro
le
¨
By e
nd
of Q
TR 4
- 2
017
¨
KPIs
by
en
d o
f QTR
2 -
20
18
¨
Co
mp
an
y w
ide
Re
stru
ctu
re
¨
NA
C P
erf
orm
an
ce
M
an
ag
em
en
t Pr
og
ram
Inte
rna
l Pro
ce
ss a
nd
Eff
icie
nc
y A
cc
ou
nta
bili
ties
National Airports Corporation 2030 Growth Strategy
Page 23
Stra
teg
ic O
bje
ctiv
es
(MBO
) Pe
rform
anc
e M
ea
sure
s (K
PI)
Perfo
rma
nce
Ta
rge
ts
(Thr
esh
old
) St
rate
gic
Imp
ac
t Pr
oje
cts
(I
nitia
tive
s)
Imp
rove
NA
C C
orp
ora
te C
ultu
re
¨
On
Org
an
isatio
na
l He
alth
Su
rve
y
Re
po
rt
¨
70%
Am
be
r R
atin
g
¨
An
nu
al E
mp
loye
e
Eng
ag
em
en
t Su
rve
y
Imp
rove
Pe
rfo
rma
nc
e
Me
asu
rem
en
t Pr
ac
tice
¨
Bo
ard
/Ma
nC
om
en
do
rse
s N
AC
Perf
orm
an
ce
Me
asu
rem
en
t Sy
ste
m
¨
All
Tie
r 1 a
nd
2 H
ave
KP
Is b
y e
nd
of Q
TR 2
20
18
¨
NA
C’s
Inte
gra
ted
Pe
rfo
rma
nc
e M
ea
sure
me
nt
Syst
em
Imp
rove
Wo
rkfo
rce
Ca
pa
bili
ties
¨
On
line
TN
A R
ep
ort
¨
N
um
be
r of Q
ua
lifie
d
Pers
on
s a
ga
inst
p
osit
ion
s
¨
NA
C C
orp
ora
te
Tr
ain
ing
Pla
n
¨
Sou
rce
s a
nd
En
ga
ge
On
-lin
e
TNA
pro
gra
m
Imp
rove
Em
plo
yme
nt
Co
nd
itio
ns
¨
Boa
rd A
pp
rove
d N
AC
Re
vise
d
Sala
ry S
tru
ctu
re
¨
Imp
rove
d C
on
diti
on
s Im
ple
me
nte
d b
y Q
TR 4
-
2017
¨
NA
C p
art
icip
ate
s in
th
e H
ay
Sala
ries
an
d R
em
un
era
tion
A
nn
ua
l Su
rve
y
Ma
xim
ise U
se o
f A
pp
rop
riate
Te
ch
no
log
y ¨
In
teg
rate
d H
R a
nd
Pa
yro
ll Sy
ste
m
un
de
r Te
ch
-1
¨
All
NA
C A
sse
ts R
eg
iste
red
on
to T
-1
¨
By e
nd
of Q
TR 4
- 2
017
¨
By e
nd
of Q
TR 4
- 2
017
¨
Sou
rce
an
d R
ec
ruit
Tec
h-1
M
ast
er U
ser i
nto
NA
C
Peo
ple
, Cu
lture
an
d R
eso
urc
es
Ac
co
un
tab
ilitie
s
National Airports Corporation 2030 Growth Strategy
Page 24
Cu
sto
me
r &
Sta
keh
old
er
Pers
pe
ctiv
e
Im
pro
ve C
ust
om
er &
Sta
keh
old
er S
atis
fac
tion
Sma
rt A
irpo
rts
Safe
ty &
C
om
plia
nc
e
Pers
pe
ctiv
e
Imp
rove
Sa
fety
& S
ec
urit
y
SMS
& P
olic
e T
rain
ing
Im
pro
ve C
ert
ific
atio
n R
atio
Re
vive
SA
RC
& R
SGG
Fin
an
cia
l &
Co
mm
erc
ial
Pers
pe
ctiv
e
Imp
rove
Infr
ast
ruc
ture
/Fa
cili
ties
D
eve
lop
me
nt
Part
ne
rs
Imp
rove
Fin
an
cia
l Po
sitio
n
M
an
ag
e C
ost
to
Re
ven
ue
Ra
tio
C
on
ce
ssio
n P
MIA
an
d R
elo
ca
te H
Q t
o N
AD
ZAB
Imp
rove
Re
ven
ue
De
velo
p N
ew
Bu
sine
ss—
Gre
en
Fie
ld w
ith A
IL
Inte
rna
l
Busi
ne
ss
Pr
oc
ess
Imp
rove
Bu
sine
ss A
wa
ren
ess
(BI
)
Au
tom
ate
& In
teg
rate
ICT
with
Airp
ort
Sys
tem
s
Imp
rove
Inte
rna
l Pro
ce
ss
O
rga
nisa
tion
al R
evi
ew
& R
est
ruc
ture
Peo
ple
,
Cu
lture
a
nd
R
eso
urc
es
C
ap
ab
ility
De
velo
pm
en
t
Tr
ain
ing
Ne
ed
s A
sse
ssm
en
t &
NA
C T
rain
ing
Pla
n
R
em
un
era
tion
Pra
ctic
e
Sa
lary
Be
nc
hm
ark
Su
rve
y &
Co
mp
etit
ive
Co
nd
itio
ns
Pe
op
le &
Cu
lture
In
teg
rate
d H
R P
olic
y; C
lea
r Co
re V
alu
es
Co
de
of
Co
nd
uc
t G
uid
elin
es;
Ma
xim
ise P
PP P
rog
ram
Na
tiona
l Airp
ort
s C
orp
ora
tion
Mis
sio
n, V
isio
n a
nd C
ore
Va
lue
s
Op
era
tiona
l Exc
elle
nce
G
ove
rna
nce
St
rate
gic
Pa
rtne
ring
Na
tiona
l Airp
ort
s G
row
th S
tra
teg
y 20
30
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Page 25
From Left to Right: Richard Yopo - CEO/MD National Airports Corporation, Rob Collins - Chairman, CASA
PNG; Wilson Sagati - Director CASA PNG
National Airports Corporation 2030 Growth Strategy
�ƐŝĂŶ���ĞǀĞůŽƉŵĞŶƚ��ĂŶŬ
Japan International Cooperation Agency
Government of Papua New Guinea
Tourism Promotion Authority of PNG
CASA PNG
PNG Air Services Ltd
Rural Airstrips Agency
.H\�3DUWQHUV
PNG Customs
NAQIA
National Weather Service
Royal PNG Constabulary
Page 26
National Airports Corporation 2030 Growth Strategy
We serve a wider network of both domestic and international operators and travellers. We are expected to perform at international standards.
Page 27
National Airports Corporation 2030 Growth Strategy
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 28
National Airports Corporation 2030 Growth Strategy
National Airports Corporation
PO Box 684, Boroko, NCD
Papua New Guinea
Tel: (675) 3244847; Fax: (675) 3250807; Website: www.nac.com.pg
FB Page: National Airports Corporation - Papua New Guinea