Corporate Plan 2019-2020 - Western Sydney Airport
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Corporate
Plan
2019 –2020
Western Sydney Airport I Corporate Plan 2019 – 2020 1
Purpose Statement To generate social and economic prosperity by working together to safely deliver a thriving airport precinct in Western Sydney 2 Western Sydney Airport I Corporate Plan 2019 – 2020
Chair’s message
Significant progress has been made in the delivery of
Western Sydney International (Nancy-Bird Walton) Airport
since the establishment of WSA in 2017. During the past
financial year, the first sod was turned and earthworks
officially began, culminating recently in the first one million
cubic metres of earth being moved. This is a phenomenal
achievement for our team and a significant milestone for
Paul O’Sullivan the Airport as well as for the Western Sydney community.
Chair and Non-executive Director
W
e are continuing We want to be in conversation with optimise this unique opportunity
to consult with the community throughout the to ensure that the Airport attracts
all levels of development of Western Sydney businesses and investment to the
Government and International and to share our region and the Aerotropolis.
the industry to journey with the public. The Western
Finally, I would like to acknowledge
deliver an Airport that will be an Sydney International Airport
the support and interest in Western
integrated transport hub. WSA is Experience Centre (Experience
Sydney International from the local
ramping up market engagement to Centre) provides a great opportunity
residents as well as the broader
ensure that when Western Sydney for us to showcase all the benefits
community. With great enthusiasm,
International opens its doors, the that the Airport will bring to the
we look forward to working with all
Airport will be designed to create a region and hopefully inspire a new
our stakeholders to successfully
seamless end-user experience. Our generation of aviation enthusiasts.
deliver one of the most complex
vision is to build an airport that will
and critical infrastructure projects
be the gateway of choice and deliver Western Sydney International will
of our time.
infrastructure that the people of be a major catalyst for growth and
Western Sydney, and Australia, can development in the region, as well
be proud of. Throughout the design, as for the state of New South Wales.
construction and operational phases In addition to our commitment to
of the Airport, safety will be our resolve aviation capacity challenges Paul O’Sullivan
highest priority. in the Sydney basin, WSA will Chair and Non-executive Director
Paul O’Sullivan - Chair and Non-executive Director
Paul is the inaugural Chair of WSA, appointed in August 2017.
He is Chair of Singtel Optus Pty Ltd and was previously Chief
Executive Officer (CEO) of Singtel Group (Consumer) from
2012-2014 where he was responsible for operations in both
Singapore and Australia, as well as Singtel investments. Paul
previously served as CEO of Optus from September 2004 to
March 2012, and prior to this held a range of senior positions
within Optus. Paul has also held management roles with the
Colonial Group and the Royal Dutch Shell Group in Canada,
the Middle East, Australia and United Kingdom. Paul currently
serves as a Director on several Boards including Coca-Cola
Amatil Ltd, the National Disability Insurance Agency (NDIA) and
HOOQ Digital Pte. Ltd.
Collaborative engagement with stakeholders
From left to right: Minister for Population, Cities and Urban Infrastructure, The Hon Alan Tudge MP; Qantas Group CEO, Alan Joyce;
Western Sydney Airport Chair, Paul O’Sullivan; Western Sydney Airport CEO, Graham Millett; and Jetstar Group CEO, Gareth Evans.
Western Sydney Airport I Corporate Plan 2019 – 2020 3
Board of Directors
Fiona Balfour Tim Eddy Vince Graham AM
Non-executive Director Non-executive Director Non-executive Director
(appointed August 2017) (appointed August 2017) (appointed November 2017)
Fiona has over 35 years’ experience Tim has over 30 years’ experience Vince brings over 30 years’
across aviation, information and leading and managing in a experience in senior and chief
telecommunication services, professional services environment, executive roles in infrastructure
distribution and logistics and including most recently as Managing and public transport across the
corporate governance. She spent 14 Partner Operations, Oceania at Ernst public sector. He has considerable
years with Qantas Airways Limited & Young. Throughout his career knowledge of infrastructure projects
and served six years on the Executive he has developed expertise in a in NSW, having been CEO of
Committee as Chief Information range of areas including: global and Networks NSW and RailCorp NSW,
Officer. Fiona is currently an national transformation and change; where he had responsibility for the
independent Non-executive Director developing new service offerings; $30 billion public private partnership
with Airservices Australia and Metcash growth strategies for business Waratah train project.
Limited and is a nominee Director for operations; risk management and
Vince also sits on the Board of the
PSPIB of Canada at Land Services governance best practice; and driving
Australian Rail Track Corporation
South Australia Limited. Fiona is a sound financial outcomes. Tim is a
and Western City & Aerotropolis
former nominee Director of Société Fellow of the Chartered Accountants
Authority. A lifelong resident of
Internationale de Télécommunications Australia and New Zealand and a
Penrith, he brings to WSA a strong
Aéronautiques (‘SITA-SC’) Geneva, and graduate of the Australian Institute of
connection to Western Sydney.
former independent Non-executive Company Directors.
Director of Salmat Limited, TAL (Dai-
ichi Life) Australia, Australian Red Cross
Blood Service and a number of
not-for-profit organisations.
It’s wonderful to see the
infrastructure coming to
the area that I have lived in
all my life. Knowing that my
kids will reap the rewards is
a wonderful thing. I cannot
wait to take off from Western
Sydney International!
Wayne Willmington, Luddenham resident.
Construction of the northbound and southbound bridge on Badgerys Creek Road
4 Western Sydney Airport I Corporate Plan 2019 – 2020
Anthea Hammon Christine Spring John Weber
Non-executive Director Non-executive Director Non-executive Director
(appointed November 2017) (appointed August 2017) (appointed November 2017)
Anthea is the Managing Director of Christine is an expert in aviation John is currently Chair of the
Scenic World, a third-generation family infrastructure development and Airservices Australia Board. In
business which has been operating in airport operations, as well as a civil addition to being a Director on
the Blue Mountains for over 70 years. engineer with approximately 20 several Boards including Australian
As head of Australia’s most visited years’ experience. She has Australian Maritime Systems Group and
privately-owned tourist attraction, and and international experience in Dimeo Group, John is also on the
a mechanical engineer, she has played aviation infrastructure delivery, Global Advisory Board of Elevate
a leading role in driving the company’s including in New Zealand, the United Services, a global technology and
strategy of investment and growth, Arab Emirates, Asia and the Pacific consulting company. He was Chief
and brings 15 years of knowledge and Islands. Christine is currently on the Executive of Minter Ellison and later
experience in the tourism industry. Board of Auckland International a Managing Partner and member of
She is a Director of Scenic World’s Airport, where her experience in the international executive of DLA
parent company Hammons Holdings, aviation infrastructure and executive Piper. John has worked extensively
which also operates BridgeClimb on management is contributing to in industry and government across
the Sydney Habour Bridge. Anthea implementing its 30-year vision for the a diverse range of sectors, including
is also the Vice President of the Blue airport of the future. Christine is also transport, defence, infrastructure
Mountains Accommodation and a Director of Unison Networks Ltd, and financial services. He brings
Tourism Association, Director of Blue and Unison Contracting Services Ltd. considerable Board experience from
Mountains Economic Enterprise and his roles in a number of public, private
previously served as Director of the and not-for-profit organisations. John
Australian Amusement, Leisure and holds a Bachelor of Laws from the
Recreation Association. Australian National University.
Western Sydney Airport I Corporate Plan 2019 – 2020 5
CEO’s message
In the two years since WSA was established, we have
accomplished a number of significant milestones. I am pleased
to say that we have recruited some of the best talent in the
industry and procured a range of technical experts to support
the delivery of Western Sydney International (Nancy-Bird Walton)
Airport. All of this has enabled earthworks to commence in
September 2018, with over a million cubic metres of earth
moved. In addition, WSA announced a design competition
early this year which enabled university students with a link to
Graham Millett
Western Sydney the opportunity to team up with leading airport
Chief Executive Officer
architects to put forward designs for the terminal.
L
ooking forward, this carry out engagement and planning We continue to receive an
Corporate Plan sets out our activities with airlines, the air freight overwhelmingly positive response
objectives and strategic industry, airport service providers, for the project and I want to
priorities for the next four and key participants in the property acknowledge the support and
financial years. With Early sector. These conversations will interest in Western Sydney
Earthworks well underway, WSA is help ensure that Western Sydney International from all our
anticipating Bulk Earthworks will International will delight its full range stakeholders. Over the past
commence on-site at the start of of aeronautical and non-aeronautical year, WSA has partnered with
2020. In the coming years WSA, customers. local councils on a range of
together with the appointed Master activities including the roll-out of a
Architect and Master Engineer, will WSA remains focused on the competition to develop STEM skills
create the blueprints of the Airport generation of social and economic in Western Sydney primary school
terminal building and environs. prosperity in the Western Sydney students by encouraging them to
Construction on the terminal will region. Our current workforce is well dream up their vision of the Airport
then commence in 2022, with above the 30% target set for local using the popular digital platform,
completion planned for 2025. Our employment during the construction Minecraft. Our team is embedded
commitment to safety underscores phase. Western Sydney is currently in the community undertaking a toy
all that we do and we will continue the third largest economy nationally, drive at Liverpool Hospital, meeting
to work together with our partners and one of Australia’s fastest with locals at the Luddenham Show
to safely deliver Western Sydney growing regions. The team at WSA and answering several hundreds
International. is proud to have our offices located of enquiries from residents.
in Western Sydney where the Throughout the Corporate Plan, we
In parallel to building the Airport, significant momentum of growth have highlighted quotes from the
building the airport business will be and development in the Western community that reflect the passion
an important focus for WSA. We have Parkland City is clearly evident. and excitement for Western Sydney
signed Memoranda of Understanding We are collaborating with our key International.
with Qantas and Virgin Australia, partners, including the Western
and their subsidiaries, Jetstar and City & Aerotropolis Authority and The delivery of Western Sydney
Tigerair, to collaborate on the design the Greater Sydney Commission, to International is one of Australia’s
for the Airport. Memoranda of achieve mutual goals of developing most significant infrastructure
Understanding have also been signed the region and helping shape the projects. The activities proposed
with several key operators in the air future of the Aerotropolis. in this Corporate Plan will shape
freight industry. We will continue to the next four financial years for the
Company and drive us towards the
completion of a successful world-
class airport for Western Sydney
and Australia.
Graham Millett
Working together with Over a million Chief Executive Officer
Qantas and Virgin Australia cubic metres of
to deliver Western Sydney earth moved
International
6 Western Sydney Airport I Corporate Plan 2019 – 2020
1. WSA’s direction
Purpose
1 To generate social and economic prosperity by working together to
safely deliver a thriving airport precinct in Western Sydney
Vision
2 Gateway of choice to Australia and the world —
places and opportunity
connecting people,
3 Culture
Empowered to deliver
Core values
4
Safety Inclusion Courage Integrity Pioneering Passion
5 Strategic outcomes
Deliver a world-class Embedded in our Delight aeronautical Innovate when it comes
airport business that community by being a and non-aeronautical to revenue and cost
delivers on Shareholder catalyst for customers of models and create
objectives Western Sydney’s Western Sydney business models
socio-economic International centred on the end-user
development
We, as the Directors of WSA, present the 2019-20 Corporate Plan (the Plan) which has been prepared by WSA Co
Limited (ABN: 81 618 989 272) (Western Sydney Airport, WSA or the Company) for its Shareholder Ministers in the
Finance and Urban Infrastructure portfolios. The Plan covers the period of FY2019-20 to FY2022-23 and is prepared
in accordance with Section 95 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
Western Sydney Airport I Corporate Plan 2019 – 2020 7
2. Operating context
The Company was established to develop and operate Western Sydney
International (Nancy-Bird Walton) Airport (‘Western Sydney International’).
WSA’s current focus is on the design of Western Sydney International
and earthworks as part of the construction phase. The focus will change
over time as the Company moves from infrastructure delivery mode into
operating a full-service international Airport in 2026.
For long-term strategic planning, it is efficiently per journey, and driving The increase in population growth in
important to consider the following greater network efficiency overall. Western Sydney has led to expansion
trends in relation to WSA’s operating of general building industries. More
2.2.1 End-user experience
context. In understanding these construction firms are demanding
trends, opportunities and challenges, The needs and wants of passengers employees with TAFE or apprenticeship
WSA will ensure the Airport is are shifting towards the demand qualifications rather than relying on
optimised by way of flexible design for a seamless journey, with traditional on-the-job training.
which can adapt to change and the International Air Transport
The project continues to generate
growth over time. Association (IATA) finding that 51%
significant interest within this
of travellers prefer to have their
2.1 S
ydney aviation passenger context. WSA is engaging with the
luggage delivered directly to their
growth construction industry throughout
final destination if they are able to
its tendering processes to ensure
Australia’s position as a prime tourist track it. The paperless experience is
ongoing alignment with the market
destination in Asia Pacific continues becoming the more accepted norm,
and procurements that represent
to drive increased inbound tourist with 45% of air travellers preferring
best value for money.
numbers. This demand will rise rapidly biometric identification in place of
with the growing middle class in Asia. passports. 2.4 Western Sydney region
According to the Business Case for There is significant investment across
Western Sydney Airport, the number all three levels of Government in the
of annual passengers within the Western Sydney region. To support
Sydney basin is expected to reach the increasing population, the
104 million by 2050. When Western Australian and NSW governments are
Sydney International opens in 2026, investing $4.1 billion over the next 10
Tourism Research Australia forecasts years as part of the Western Sydney
that the largest source markets of Infrastructure Plan. Additionally, the
international visitors to Australia will Western Sydney City Deal signed
be from China and New Zealand. in March 2018 is a partnership
between the Australian Government,
This demand for future aviation
NSW Government and eight local
services presents a need for the
governments to unlock opportunities
development of a new full-service
in education, business and
international airport within the Sydney
employment for the Western Sydney
basin. This need was confirmed
community.
by the 2012 Joint Study on aviation
capacity in the Sydney basin. The Australian and State governments
are investing in the Sydney Metro
2.2 Aviation industry Greenfield airport developments,
Greater West line, which will provide
such as Western Sydney International,
Congestion at several capital city rail access and create an integrated
have a unique opportunity to
airports is fast becoming a major transport hub at Western Sydney
incorporate the best proven
issue, with airports expanding International.
elements of the industry to create
existing infrastructure to meet these
an experience that sets it apart, Western Sydney International plays
increasing demands. However, such
delighting a full complement of a significant role as the catalyst in
expansion to brownfield projects is
customers and end-users. generating the business activities
often associated with disruption to
for the proposed Aerotropolis
traffic flows. 2.3 Infrastructure market
and agribusiness precinct in the
Globally, rapid growth and There is heightened activity and Western Sydney region.
penetration of Low Cost Carriers in investment in the construction of
This is the environment in which WSA
the aviation market remains. Aircraft public infrastructure in Australia.
is delivering its strategic priorities.
types continue to be enhanced and The Australian Government is
as a result, they are able to transport investing $100 billion over the next
passengers and freight more 10 years in transport infrastructure.
8 Western Sydney Airport I Corporate Plan 2019 – 2020
3. Strategic priorities
WSA will transition through four, often overlapping phases, namely the
initial Planning and Design phase, the Earthworks and Construction phase,
the Operational Readiness and Airport Transfer (ORAT) phase, and the
Operations phase.
1 2 3 4
Planning Earthworks and Operational Readiness Operations
and design construction and Airport Transfer FY2026-27 – onwards
FY2017-18 – FY2022-23 FY2018-19 – FY2024-25 FY2024-25 – FY2025-26
Guiding WSA through these phases are the four strategic outcomes that the
company aims to achieve up until operations and beyond.
Deliver a world-class Embedded in our Delight aeronautical Innovate when it comes to
airport business that community by being a and non-aeronautical revenue and cost models
delivers on shareholder catalyst for customers of and create business
objectives Western Sydney’s Western Sydney models centred on the
socio-economic International end-user
development
Western Sydney Airport I Corporate Plan 2019 – 2020 9
The three areas of strategic priorities for WSA are infrastructure delivery,
community engagement, and planning.
3.1 Infrastructure delivery outlook and associated airside and landside and function requirements of the
interface works. The third package, terminal that will set it apart. WSA
The delivery of the Airport is broadly
Landside Civil and Building Works, will leverage global industry expertise
divided into Early Earthworks and
includes the construction of landside to maximise the unique opportunity
three Main Works Packages. The first
roads, carparks and associated afforded by best practice inputs and
of these Main Works Packages is the
works. Planning and design work for proven technology from reference
Bulk Earthworks and Airside Civils
both these packages is fundamental sites around the world. The anticipated
(BEAC) Works. BEAC works cover
to delivering an airport that delights timeline for the procurement and
large scale earthworks, drainage
aeronautical and non-aeronautical delivery of these Main Works Packages
and utilities, together with airside
customers and achieving WSA’s third — the three BEAC sub-packages,
pavements. The BEAC works is
strategic outcome. Terminal and Specialty Works, and
further broken down into three
Landside Civil and Building Works —
sub-packages (BEAC Package 1A, Design activity will be punctuated is depicted below.
1B and 1C). by the appointments of a Master
The second package, Terminal Architect from the Design Competition
and Specialty Works, includes and a Master Engineer — these
construction of the terminal building appointments will address both form
FY2019–20 FY2020–21 FY2021–22 FY2022–23
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Early Earthworks
Practical
EARTHWORKS AND AIRSIDE CIVILS
completion
BEAC Package 1A
Preparatory work Practical
commences completion
BEAC Package 1B
EOI market Contract On-site works Practical
release award commence completion
BEAC Package 1C
EOI market Contract On-site works
release award commence
Master Architect/
SPECIALTY WORKS
TERMINAL AND
Design Competition Contract
award
Main Works Package 2
EOI market Contract Construction
release award commences
LANDSIDE CIVIL
AND BUILDING
WORKS
Main Works Package 3
EOI market Contract Construction
release award commences
For each of the key packages, a range of enabling functions will be carried out in order to support and ensure successful
and effective completion.
10 Western Sydney Airport I Corporate Plan 2019 – 2020FY2019–20 FY2020-21 to initiate the procurement FY2022–23
process. In addition, the contracts for
Early Earthworks is anticipated to It is anticipated that BEAC Package 1B
Main Works Packages 2 and 3 will be
be completed by the second half will be completed in the first half of the
awarded during this financial year.
of FY2019-20. Procurement for financial year. BEAC Package 1C, as well
BEAC Package 1A is expected to FY2021–22 as Main Works Packages 2 and 3 will all
be completed with the preparatory be in progress for a target completion
BEAC Package 1A is expected to be
activities to commence in the first date in FY2025-26 to allow for
completed in the first half of FY2021-
half of FY2019-20 and construction Operational Readiness and Airport
22 whilst the procurement process for
on-site to start in the second half Transfer (ORAT) testing which is to be
BEAC Package 1C will be finalised within
of FY2019-20. The procurement completed by mid-FY2026-27.
the first half of FY2021-22. Construction
process of BEAC Package 1B will also
for Main Works Packages 2 and 3 will
commence with WSA engaging the
commence in the second half of this
market through the release of an
financial year.
Expression of Interest.
The contract for the Master Architect I’m Western Sydney Airport’s
is scheduled to be awarded in the biggest fan. The locals and
first half of FY2019-20. This will enable
the Expression of Interest process
the buyers I talk with are
to occur for the construction of the all very excited about the
terminal building in the second half of opportunities the Airport and
FY2019-20.
surrounding development will
FY2020–21 bring to Western Sydney. I’m
Delivery of BEAC Package 1A will be in lucky to have a front row seat
advanced stages during FY2020-21
and delivery of BEAC Package 1B will
to watch its creation.
also commence in late FY2020-21. Chris Brophy, Principal at Creek Property
The Expression of Interest for BEAC
Package 1C will be released in Scrapers and bulldozers on-site
Construction and earthworks on-site
Western Sydney Airport I Corporate Plan 2019 – 2020 113.2.3 Embracing local and unique
perspectives
WSA will continue with a range of
activities throughout the reporting
period that were initiated in the past
year. Such activity included partnering
with local councils in the roll out of a
competition to develop STEM skills
in Western Sydney primary school
students. The initiative encouraged
students to dream up and design their
vision of the Airport in Minecraft, the
popular digital platform. WSA also
presented with Liverpool City Council
to the students of the Western Sydney
Space Camp that sends students to
NASA.
Early earthworks community information session
WSA will maintain its commitment
3.2 Community and stakeholder Aboriginal Stakeholder Forum to engagement in local activities,
engagement outlook and extending support with a spirit
The Aboriginal Stakeholder Forum similar to that which underpinned
To achieve WSA’s second strategic is also led by WSA and provides initiatives such as the toy drive that saw
outcome of being embedded Aboriginal stakeholders with an Christmas gifts delivered to children
within the community by acting interest in the Western Sydney at Liverpool Hospital, and working
as a catalyst for Western Sydney’s International site the opportunity with Luddenham Primary School to
socio-economic development, the to engage with the Commonwealth deliver a school engagement program.
Company has strived to engage and and WSA on proposed cultural WSA managed the sponsorship of the
create platforms that allow a two-way management initiatives, actions and Luddenham Show and responded to
conversation with the local region. regulatory obligations. Additionally, several hundred enquiries from the
WSA is engaging with the Aboriginal community about the project and
The end-users of Western Sydney
community beyond this forum. benefits of the Airport to the region.
International will include the
Western Sydney community. As 3.2.1 Aboriginal engagement Additionally, insights from WSA’s
such, engagement with the local partnership with the NSW Wheelchair
The Company will continue to
community will continue to be Rugby League, which involves
provide effective coordination of
a key focus for WSA. To ensure consulting with players to ensure the
Aboriginal engagement to deliver
that the diverse characteristics of delivery of an accessible airport, will
positive outcomes for the Aboriginal
Western Sydney are captured in feature in planning efforts to provide
community. During FY2018-19, WSA
the development of the Airport, the all travellers a seamless and enjoyable
appointed Enable as the project’s
Company maintains a continuous experience.
Aboriginal engagement partner. In an
conversation with the public.
Australian first, this partnership will In addition to the Experience Centre,
In line with this, WSA will participate see Enable continue to coordinate WSA will continue to be present
in a number of forums which link the Aboriginal engagement across all at community events to provide
community, Government and WSA aspects of the Company during the information and opportunities to
during the planning and construction reporting period including cultural answer queries from the community.
of Western Sydney International, heritage, employment, training, The toll-free call centre (1800 972 972)
including: education, sustainability and will operate throughout the project,
reporting. providing another live channel of
Forum on Western Sydney Airport
(FOWSA) 3.2.2 The Experience Centre engagement and access to information.
FOWSA is a consultative forum for WSA strives to create an environment
the exchange of information and in which community feedback is
ideas in relation to the Airport from embraced. With the official opening
representative across business, of the Western Sydney International
industry, government, the community Airport Experience Centre in
and key industry sectors. September 2019, the community
will have the opportunity to engage
Stakeholder Planning Forum
with the project firsthand. The venue
Led by WSA, the Stakeholder Planning will also allow the public to watch
Forum brings together operational the progress of the Airport and
representatives from three levels understand all the benefits that it
of government to focus on the is generating, and will continue to
integrated planning requirements for generate, for the Western Sydney
Western Sydney International and region. The Experience Centre will be
the areas immediately adjacent to a dynamic and exciting focal point of
the Airport site, with an emphasis on engagement between WSA and the
the supporting transport and utility community until the Airport opens.
infrastructure.
WSA donated gifts to children at Liverpool Hospital
12 Western Sydney Airport I Corporate Plan 2019 – 2020 for ChristmasWestern Sydney International
Airport provides a great
opportunity to improve the
economic and employment
opportunities for the large
Aboriginal population in
Western Sydney.
Michael O’Loughlin, Managing Director,
Enable Consulting Service
Smoking ceremony held with the Aboriginal
community to celebrate the significant
cultural heritage of the Airport site.
Western Sydney Airport I Corporate Plan 2019 – 2020 133.3 Planning outlook 3.3.1. E
nabling network integration ongoing engagement with the NSW
with utilities, roads and rail Transport Cluster, including the
As WSA moves along the delivery
Traffic Management Centre, Sydney
timeline, the Company will continue WSA continues to work closely with
Metro, and Transport for NSW
engaging with industry. In order utility authorities for the primary
(incorporating the former Roads and
to achieve WSA’s third strategic purpose of securing the services
Maritime Services).
outcome of delighting aeronautical that will be required to support
and non-aeronautical customers, the construction and operation 3.3.2. Aviation industry engagement
the Company will concentrate on of Western Sydney International.
WSA has commenced engagement
consultation and collaborative Noting its corporate objectives to
with potential partners in order
engagement with potential optimise the benefit on employment
to understand requirements of
customers and key industry and investment in Western Sydney
highly desirable facilities located
partners to maximise commercial and effectively integrating with new
at the Airport and to secure an
opportunities, and government and existing initiatives in the region,
understanding of the preferred
stakeholders to effect optimised WSA is also conscious of its ability
design outcomes. This will ensure
integrated planning. To achieve to catalyse development of these
that operationally, Western Sydney
WSA’s fourth strategic outcome of essential services for the benefit
International meets the needs of all
implementing innovative business, of regional development. This is an
end-users efficiently and in a cost-
revenue and cost models, the important factor in the Company’s
effective manner.
Company will actively consider the decision-making and planning
best possible activation of the Airport activities. Regular meetings have commenced
precinct and use of Airport land; for with international, domestic and
Throughout the reporting period,
example, through the development of regional airlines as well as the cargo
WSA will provide input into planning
a business park. and freight community, including
for roads and rail infrastructure
freight forwarders and industry
surrounding the Airport site via
bodies, to establish a collaborative
14 Western Sydney Airport I Corporate Plan 2019 – 2020relationship and to share design Department of Home Affairs, the exist for the remaining land to be
and operational parameters. WSA is Department of Agriculture and Water developed to facilitate business
also engaging with ground handlers, Resources, Australian Federal Police, growth in Western Sydney. Whilst
catering, and maintenance, repair Airservices Australia, and the Civil being mindful of the preservation
and overhaul (MRO) providers Aviation Safety Authority (CASA). of land for future works including
to understand their needs. This At the state level, this engagement expansion of the terminal and
consultative approach will enable includes close cooperation with the second runway, WSA has
Western Sydney International the Greater Sydney Commission commenced planning a business
to accommodate the needs of and Western City & Aerotropolis park around one of the rail stations at
the industry and to ensure that Authority, Planning Partnerships, the the Airport. Taking into consideration
operationally, there will be minimal NSW Department of Planning and the proximity to the Airport, these
barriers for airlines, cargo operators Environment, and the NSW Transport businesses may include offices,
and aeronautical support service cluster. With the Airport site and retail, warehousing, hotels and
providers to operate from and to the WSA office located within the conference centres. The planning
the Airport. Liverpool Local Government Area, for the business park will be primarily
regular meetings between Liverpool focused on commercial outcomes
3.3.3. Government stakeholders
City Council, WSA and other councils and accordingly, will ensure land
To ensure integrated planning across in Western Sydney will continue development options support the
all three levels of government, WSA throughout the reporting period. generation of jobs in the Western
will continue its ongoing conversation Sydney region, whilst allowing for a
3.3.4. Business park
with relevant government structured and integrated approach
departments and agencies. In The majority of WSA’s landholding is with the early years of Airport
addition to the Shareholder reserved for Airport infrastructure as operations.
Departments, engagement will part of current and future stages of
include regular discussions with the the project. However, opportunities
People are getting jobs closer
to home and businesses have
their eye on Liverpool like
never before. Our community is
incredibly aspirational and will
grasp the opportunity to grow
and develop with the Airport.
Kiersten Fishburn, Liverpool Council CEO
Western Sydney Airport I Corporate Plan 2019 – 2020 154. Capabilities
Since its incorporation in August 2017, WSA has been focused on building
capability through attracting and retaining a high-performance workforce.
As a result, WSA has built a core team of highly experienced employees
leading strategic and functional domains across the organisation.
4.1 People
Throughout the reporting period,
WSA will continue to evolve its
strategic workforce plan for the
successful delivery of the Western
Sydney Airport. It will do this by:
• developing a high-performing,
capable and agile workforce
that lives WSA’s values of Safety,
Integrity, Inclusion, Pioneering,
Courage and Passion;
• attracting, developing and retaining
talent for the achievement of WSA team planning the successful delivery of a world-class airport
organisational goals;
• developing effective leadership WSA has committed to ambitious workforce targets as set out in the
behaviours to support engagement table below.
drivers;
Workforce Target *A diverse workforce,
• building an organisation culture that
includes participation
is ‘empowered to deliver’; Residents of Western Sydney 30% during of priority jobseekers
• delivering a positive employee construction and under-represented
value proposition and an engaged 50% during groups in the industry
workplace experience, to be an operations including women in non-
employer of choice; traditional roles, women in
Indigenous workforce 2.4% leadership, economic and
• implementing an employment socially disadvantaged
Diverse workforce* 7.6%
relations strategy to develop and people, and people with a
maintain a safe, engaged, flexible Learning workers 20% disability.
and productive workforce;
• maintaining a Health, Safety and 4.2 Diversity and workforce 4.3 Direct and indirect workforce
Wellbeing (HSW) program, focused initiatives
on eliminating or minimising risks WSA will continue to engage with
associated with health, wellbeing WSA is committed to ensuring a reliable and high-quality external
and safety, and inspiring robust that Western Sydney International workforce to ensure the delivery of
health and safety performance; and generates appropriate economic Western Sydney International via
• developing an effective security and social benefits for the greater a safe, engaged, productive and
management system aimed Western Sydney region by: flexible work environment. This
at protecting WSA’s people, includes working very closely with
• utilising local suppliers and
contractors, visitors, assets and WSA’s Delivery Partner and Project
employing local resources where
information. Management (Definition) provider,
possible and cost-effective;
Bechtel Corporation.
To ensure an effective, collaborative • creating opportunities for
and integrated team, WSA learning workers, including To ensure that the Airport
employees are appointed based trainees, apprenticeships and encapsulates the latest thinking,
on three key factors: experience workers training to upgrade their processes and systems, a panel of
and qualifications, potential for qualifications and skills; technical providers has been set up
development, and Company cultural to assure WSA’s access to a wide
• partnering with the education
fit. WSA will continue to establish range of international and domestic
sector, including TAFE, university
arrangements for its employees expertise.
and Registered Training
that provide a compelling employee Organisations (RTOs); and
value proposition that empowers
employees to deliver. • encouraging a diverse workforce,
including participation of under-
represented groups in the industry
including women in non-traditional
roles, women in leadership, economic
and socially disadvantaged people,
and people with a disability.
16 Western Sydney Airport I Corporate Plan 2019 – 20205. Risk management
The WSA Board fosters a strong, positive risk culture based on shared values and
behaviours. A positive risk culture promotes an open and proactive approach to
managing risk which considers both threat and opportunity and where risk is
appropriately identified, assessed, communicated and managed across WSA. This
aligns with WSA’s commitment to a culture that prioritises and values safety across
all aspects of delivery and operation.
The Company’s Risk Management • Health, Safety and Wellbeing — the • Security — physical security
Framework (the Framework) provides health, safety and wellness of our management and business
the overarching policy direction for employees, contractors and the resilience;
the role of risk management within communities in which we operate; • Cyber Security — harm or loss
WSA and also specifies WSA’s risk • Strategic — impact on the delivery resulting from breaches of, or
appetite statement. The Framework is of the strategy; attacks on information systems;
aligned with ‘AS/NZS ISO 31000:2018
• Financial — loss of shareholder • Design and Delivery — delivery of
Risk Management – Principles and
value and the overall financial the project within scope, on time
Guidelines (ISO 31000)’ which is the
stability of the project/business; and within budget; and
international benchmark for risk
management. • Governance, Legal and Compliance • Commercial — loss of, or inability to
— internal governance processes, generate revenue and maximise the
The Framework describes WSA’s fraudulent and corrupt behaviour value of the business and the asset.
approach to risk management and meeting regulatory compliance;
across the following key stages: As part of best practice governance,
• People and Capability — talent risks are brought to the attention of
Risk Identification; Risk Evaluation;
attraction and retention, and the Board primarily through its Audit
Risk Treatment/Mitigation; Risk
employee capability and capacity to and Risk Committee, which oversees
Monitoring/Reporting and Continuous
meet operational requirements; the overall implementation of the Risk
Improvement.
• Community and Stakeholder Management Framework.
WSA manages a robust risk profile, — retention of community and WSA aims to treat or control all risks
with control frameworks established stakeholder support, and meeting and is committed to establishing and
for a number of key risk areas which and managing stakeholder maintaining the highest standard of
have the potential to impact the expectations; risk management. Where residual
performance of the organisation;
• Brand and Reputation — the risk ratings are deemed to be
these include:
perception and goodwill of the not within the risk appetite of the
organisation, and the existence and organisation, WSA is committed to
operation of the Airport; the development and application of
• Environment — impact on the targeted risk management plans.
environment;
I’m looking forward to Western
Sydney International Airport
and the opportunities it will
bring to build a career close to
where I live.
Fergus Ryan,
Western Sydney University student
Construction and earthworks on-site
Western Sydney Airport I Corporate Plan 2019 – 2020 176. Performance measures
In alignment with WSA’s strategic Company tracks both financial and included within this Corporate Plan
outcomes and priorities, the non-financial performance through in relation to Infrastructure Delivery.
following performance measures these measures, which are reviewed This directly reflects the Company’s
and targets have been set. The annually to ensure relevance, focus purpose and its core objective of
measures have been developed and effectiveness. Following review delivering a world-class Airport
for accountability and strategic of the performance measures, a new precinct.
decision-making purposes. The Performance Outcome has been
Performance outcome Measure/Target
Safety record Measure: 2019-20 target: 2020-21 onwards:
Measures WSA’s success in Total Recordable Injury TRIFR < 5* TRIFR < 5*
cultivating and reinforcing a safety- Frequency Rate (TRIFR)
first, prevention and protection
mindset amongst employees,
contractors and consultants. *Industry benchmark *Industry benchmark
Infrastructure delivery Measure: 2019-20 target: 2020-21 onwards:
Measures the achievement of Completion of delivery Completion of Completion of
infrastructure delivery priorities priorities infrastructure infrastructure
established as per the Corporate delivery priorities delivery priorities
Plan. for the financial within the indicated
year within timeframes
the indicated
timeframes
Environmental performance Measure: 2019-20 target: 2020-21 onwards:
Measures the effective execution Prevention of material Nil Environmental Nil Environmental
of Construction Environmental harm to the environment Protection Protection Orders
Management Plans (CEMPs) Orders issued issued by the Airport
throughout delivery phases of the by the Airport Environment Officer
Airport. Environment
Officer
Community engagement Measure: 2019-20 target: 2020-21 onwards:
Measures the extent of community Uplift in community Minimum uplift Annual uplift in
engagement undertaken by engagement index of 5 percent in the community
WSA and subsequent awareness, the community engagement index
support and willingness to use engagement index
Western Sydney International
(Nancy-Bird Walton) Airport.
Financial performance Measure: 2019-20 target: 2020-21 onwards:
Measure of actual expenditure Variance to budget Expenditure within Expenditure within
relative to budgeted forecasts. budget budget
Employee engagement Measure: 2019-20 target: 2020-21 onwards:
Measures agility, engaging Uplift in employee Minimum uplift Annual uplift
leadership, talent focus, and engagement score of 5 percent in employee
commitment to roles. in employee engagement score
engagement
score
The performance criteria in this Corporate Plan will be tracked internally and reported through the Annual Report process. The Company
also monitors performance trends to ensure performance-related risks are identified in a timely manner and are addressed proactively. It
is important to note that factors which are beyond the Company’s control may arise that impact achievement of the targets set out above
however, WSA will mitigate these situations wherever practicable. Furthermore, it is expected that performance criteria will be refined and will
evolve as WSA moves closer to operations in 2026.
18 Western Sydney Airport I Corporate Plan 2019 – 2020The new Western Sydney
International Airport will
be a world-first for people
with disabilities, providing
a fully accessible terminal
and service that will allow
everyone to travel hassle-free.
Brad Grove, NSW Wheelchair Rugby League
Partnering with local schools and teachers on
the Minecraft Competition to design
Western Sydney International
Western Sydney Airport I Corporate Plan 2019 – 2020 19WSA Co Limited ABN 81 618 989 272 PO Box 397 Liverpool NSW 1871 westernsydney.com.au 20 Western Sydney Airport I Corporate Plan 2019 – 2020
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