Corporate Plan 2020-2021 - westernsydney.com.au - Western Sydney Airport
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Corporate Plan
2020–2021
westernsydney.com.au
Chair and CEO message
Maximising Western Sydney Airport’s
success depends on support and
collaboration from our stakeholders
and the community.
Paul O’Sullivan Simon Hickey
Chair CEO
As we work together to deliver a world-class airport precinct, our people are
inspired by our organisation’s clear vision – to be the catalyst for Western Sydney
to prosper.
W
e’re proud of our thousands of people, with flow-on From our almost 200-hectare
team’s strong benefits to hundreds of supplier on-site business park to our
sense of purpose businesses that will then support terminal plaza and cargo precinct,
and continued even more jobs. the opportunities for Western
commitment to this Sydney International to create jobs
project’s successful delivery, despite Our local employment targets and business opportunities for
the confronting and challenging mean that at least 30% of the the region will extend far beyond
circumstances that overwhelmed direct jobs during the airport’s passenger operations.
the world in 2020. construction phase will go to
Western Sydney residents. When More than any other infrastructure
As our nation rebuilds following Western Sydney International project, maximising Western
the COVID-19 pandemic, the role of opens, this will increase to ensure Sydney Airport’s success depends
major infrastructure projects like at least 50% of our team are from on support and collaboration
ours as economic stimulus is more the local region. from our stakeholders and the
critical than ever. Our Corporate community.
Plan outlines our ambitious way Our steadfast commitment to safety
forward as we continue to develop underpins all our activities, both on Western Sydney International is
Western Sydney International and off the construction site. the centrepiece of an even bigger
(Nancy-Bird Walton) Airport under agenda for the region, with the
Across the project, from our Aerotropolis and Western Parkland
the leadership of our new Chief
construction and office-based City set to create 200,000 jobs.
Executive Officer Simon Hickey,
teams to the executive leadership
who brings more than 30 years
team and the Board, our first duty We are proud to be a part of
of commercial, aviation and
is to take personal responsibility the network of federal and state
infrastructure experience to
for the safety of our workforce and government agencies, local
the role.
the community. councils and the private sector.
Western Sydney Airport Together we are forging a path to
As one of the largest earthmoving
acknowledges Aboriginal people As development of the physical an exciting future for the people of
challenges in Australian history
airport infrastructure accelerates, Western Sydney.
as the Traditional owners of the continues on the airport site,
our focus on building Western
Country on which we work and this financial year we are set to
Sydney Airport’s commercial
award our terminal construction
live. We acknowledge the Dharug enterprise will also shift into a
contract and significantly advance
nation as the Traditional Owners of higher gear.
procurement of the two remaining
Paul O’Sullivan
Country on which the Western Sydney major works packages: landside This year, we’ll leverage the Chair
International (Nancy-Bird Walton) civil and building works, and airside experience of our team and the
pavements and civil works. insights gained through our
Airport is being constructed. We
14 airline, air cargo and industry
pay our respects to their Elders past, This will bring us closer to our peak
partners. This will allow us to
present and emerging, and extend construction phase, which is due
significantly advance planning
to start around the second half Simon Hickey
that respect to all Aboriginal and of 2022. This is when the project
for the many commercial
CEO
Torres Strait Islander people. opportunities on the airport site.
will provide direct employment to
2 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 3
Our Board of Directors
Mr Paul O’Sullivan
Chair and Non-executive Director
Paul is the first Chair of the Western Colonial Group and the Royal Dutch
Sydney Airport organisation. He was Shell Group in Canada, the Middle East, Ms Anthea Hammon Ms Christine Spring Mr John Weber
appointed in August 2017, and is also Australia and the United Kingdom. Paul Non-executive Director Non-executive Director Non-executive Director
(appointed November 2017) (appointed August 2017) (appointed November 2017)
the Chair of Singtel Optus Pty Ltd. is also a Director on several Boards
including Coca-Cola Amatil Ltd, the
Before joining us, Paul was the CEO
National Disability Insurance Agency, Anthea is the Managing Director of Christine is an expert in aviation John is Chair of Airservices Australia
of Singtel Group (Consumer) from
ANZ, St Vincent’s Health Australia Scenic World, a third-generation infrastructure development and as well as a Director on several
2012–14, and the CEO of Optus before
and St George & Sutherland Medical family business that has operated in airport operations, as well as a civil Boards. These include Australian
Paul O’Sullivan that. Before those roles he worked in a
Research Foundation. the Blue Mountains for over 70 years. engineer with over 20 years of Maritime Systems Group and Dimeo
range of senior positions within Optus
Chair and Non-executive Director experience. Group.
and in management roles with the As head of Australia’s most visited
privately-owned tourist attraction, She has both Australian and John is also on the Global Advisory
and as a mechanical engineer, she international experience in aviation Board of Elevate Services, a global
has played a leading role in driving infrastructure delivery, including technology and consulting company,
the company’s strategy of investment in New Zealand, the United Arab and on the Advisory Board of RedEye
and growth. She also brings 15 years Emirates, Asia and the Pacific Apps, a digital technology business.
of knowledge and experience in the Islands. Christine is also a Director He was Chief Executive of Minter
tourism industry with her. of Auckland International Airport, Ellison and later a Managing Partner
Unison Networks Ltd and Unison and member of the international
Anthea is also a Director of
Contracting Services Ltd. In executive of DLA Piper. John has
Scenic World’s parent company
December 2019, she also became worked extensively in industry and
Hammons Holdings, which operates
Chair of Isthmus Group Ltd. government across a diverse range of
BridgeClimb on the Sydney Harbour
sectors, including transport, defence,
Bridge. Beyond this, Anthea is
infrastructure and financial services.
the Vice President of the Blue
He brings considerable Board
Mountains Accommodation and
experience from his roles in several
Tourism Association, Director of Blue
public, private and not-for-profit
Mountains Economic Enterprise, and
Mrs Fiona Balfour Mr Tim Eddy Mr Vince Graham AM organisations.
she previously served as Director of
Non-executive Director Non-executive Director Non-executive Director
the Australian Amusement, Leisure John holds a Bachelor of Laws from
(appointed August 2017) (appointed August 2017) (appointed November 2017)
and Recreation Association. the Australian National University.
Fiona’s executive career was Tim has over 30 years’ experience in Vince brings over 30 years of
in aviation, information and leading and managing in professional experience in senior and chief
telecommunication services, services environments, including executive roles in infrastructure and
distribution and logistics. She is an most recently as Managing Partner public transport. He has considerable
independent Non-executive Director Operations, Oceania at Ernst & knowledge of infrastructure projects
for Western Sydney Airport and Young. Throughout his career, he in NSW, having been CEO of
Airservices Australia. She is also a has developed expertise in a range Networks NSW and RailCorp NSW.
Nominee Director for the Public Sector of areas. These include global and At the latter, he was responsible Despite the challenging and unprecedented time
Investment Board of Canada at both national transformation and change, for the $30 billion public-private facing the aviation industry, the Qantas Group
Land Services South Australia and developing new service offerings, partnership Waratah train project. remains committed to working collaboratively
Airtrunk Limited. growth strategies for business
Vince also sits on the Board of the
with Western Sydney Airport. Such collaboration
Fiona is a Member of Chief Executive
operations, risk management and
Australian Rail Track Corporation will ensure we have a competitive and vibrant
Women, and a Fellow of the Australian
governance best practice, and driving
and Western City & Aerotropolis Australian aviation industry into the future.
sound financial outcomes.
Institute of Company Directors, Authority. A lifelong resident Alan Joyce, Chief Executive Officer
Monash University, and of the Royal Tim holds several Non-executive of Penrith, he brings his strong Qantas Group
Aeronautical Society. In 2006 she was Board roles. He is a Fellow of the connection to Western Sydney to
awarded the National Pearcey Medal Chartered Accountants Australia our organisation.
for ‘Lifetime Achievement to the and New Zealand and a graduate of
Information Technology Industry’. the Australian Institute of Company
Directors.
4 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 5
1. Our direction 2. O
ur current operating context
Our industry tackled some immense obstacles this year,
Purpose first with the bushfires and then the COVID-19 outbreak.
To generate social and economic prosperity by working together
to safely deliver a thriving airport precinct in Western Sydney
Both these issues affected the domestic economy, but the
Australian community is resilient, and so are we. We are
focused on maintaining our long-term strategic plans and
Core values Culture preparing for when the aviation industry starts to grow again.
Resilience despite the COVID-19
storm
Empowered
This pandemic has sent shock waves
Safety Inclusion Courage around the world. The Western
Sydney Airport team, including our
to deliver major works contractors took swift
action to ensure that the project
remained on schedule. Construction
activity has continued on-site mostly
as usual during this trying time. We
Integrity Pioneering Passion have been able to do this by:
• putting social distancing measures
in place
• adjusting rosters to keep each
Strategic outcomes other safe
• adding in extra hand-washing and
hand sanitiser stations
Consistent with the aviation industry
globally, Australian airports and
airlines have experienced significant
business declines. International
travel bans, state border closures
and quarantine measures mean the
industry is on pause.
Deliver a world-class Delight aeronautical Innovate when it comes Embedded in our
airport business that and non-aeronautical to revenue and cost community by being a However, we know air travel is deeply
delivers on Shareholder customers of models and create catalyst for entrenched in Australian culture. And
objectives Western Sydney business models Western Sydney’s since most international travellers
prefer to fly to reach our shores,
International centred on the end-user socio-economic We partner with Settlement Services International to mentor refugees and migrants in the community.
we are confident that demand will
development be back to normal by the time the
airport opens in late 2026. Our
airport is also important in helping to 1.5 million people likely to live in the
ease congestion pressures on other Western Parkland City within the next
Vision Australian capital city airports, which 20 years. We understand that our Western Sydney Airport
will likely continue once the pandemic project will generate many jobs and
has become a genuine,
Gateway of choice to Australia and the world — has passed. that this will create such a positive
economic impact for this vibrant committed and supportive
connecting people, places and opportunity Perhaps most importantly, the jobs
community. partner. Together we’re
and investments our project is
creating are now even more critical Connecting with people and making a meaningful impact
for Western Sydney’s post-COVID-19 businesses in the area has given us on individuals and families
The Directors of Western Sydney Airport present the 2020-21 Corporate Plan which has been prepared by WSA Co Limited (ABN: 81 618
recovery. valuable insights. These insights have from refugee and migrant
then helped us to understand which
989 272) (Western Sydney Airport, WSA or the Company) for its Shareholder Ministers in the Finance and Urban Infrastructure portfolios.
This plan covers the period of 2020-21 to 2023-24 and is prepared in accordance with Section 95 of the Public Governance, Performance
Positively impacting the Western
developments will have the biggest backgrounds.
Sydney region
and Accountability Act 2013 (PGPA Act). and fastest benefit for the region and Naushin Rahman, Corporate Partnerships
Western Sydney is growing faster its employment opportunities. See and Fundraising Manager,
than the rest of Sydney, with overleaf for more detail on this topic. Settlement Services International
6 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 7
Infrastructure’s role in rebuilding in Western Sydney. Despite the
the economy infrastructure boom and the many
other projects underway across NSW
Infrastructure Australia – Australia’s
and Australia, Western Sydney Airport
independent infrastructure advisory
continues to generate strong interest.
body – has named our project as one
This is the reason we have been able
of only six high-priority infrastructure
to attract high quality suppliers and
projects. This is because Western
team members to our project.
Sydney International (Nancy-Bird
Walton) Airport will not only solve Effectively working together
Sydney’s long-term aviation capacity
We need to work with many
needs, but importantly will spark
stakeholders to build a world-class
much needed job creation, business
airport that passengers and airlines
opportunities and investment in the
enjoy using, and which creates jobs
region.
and business opportunities across
Australia is in the middle of an the region. Building an airport on time
infrastructure boom. The Australian and on budget requires everyone
Government is investing $100 involved to work together efficiently
billion over 10 years in transport and effectively.
infrastructure alone. The NSW
That is why we will continue to
Government is delivering the largest
work closely with all three levels of
transport infrastructure program in
government, including:
the state’s history, with $55.6 billion
being invested over four years. • the Department of Infrastructure,
Transport, Regional Development
The ‘multiplier effect’ means that
and Communications, and the
every dollar invested in airports,
Department of Finance
roads, rail and other infrastructure
projects is worth even more for • various border protection and
the economy. Large infrastructure aviation safety and regulation
projects mean there is work for agencies
tradespeople and contracts for • the NSW government and state
businesses of all sizes, many of government agencies such as
them small or medium family-owned Transport for NSW, Western
operations. These workers and Sydney Planning Partnership and
businesses then spend this money the Western City and Aerotropolis
across the economy, multiplying the Authority
benefits of the original infrastructure • local governments across Western
investment. This means infrastructure Sydney
will play a key role in rebuilding both
the national and state economies. This is in addition to Western
Sydney’s business and community
So now, more than ever, investment sectors, to ensure the region gets the
in construction and infrastructure most out of the airport.
projects like ours is essential.
The airport is the catalyst for several
transport and roads infrastructure
projects in the region. They are
each in various stages of planning
and construction, but will all have a Penrith is excited to be on
positive effect on accessibility in and the doorstep of the most
around the airport. These projects transformative infrastructure
include:
project Western Sydney has
• the M12 motorway seen. As the closest city
•u pgrades to roads around the airport centre to the airport, and
delivered through the Western connected by the Sydney
Sydney Infrastructure Project Metro – Western Sydney
• the upgrade of Elizabeth Drive Airport from day one, Penrith
• the Sydney Metro – Western Sydney has a front row seat to
Airport rail line boundless opportunity.
These projects alone represent Warwick Winn, General Manager
more than $15 billion of investment Penrith City Council
The construction of Sydney’s new airport
8 Western Sydney Airport I Corporate Plan 2020 – 2021 is creating local job opportunities. Western Sydney Airport I Corporate Plan 2020 – 2021 9
3. Our strategic priorities
Areas of focus Earthworks • constructing temporary site facilities Construction site management construction phase, but also into We will also keep playing a role in
(such as site offices, car parks and airport operation and beyond. developing the Western Sydney
Based on our operating context for Before we can start building, we Bechtel, our delivery partner is a
access roads) as the project grows region. Western Sydney International
the coming year, our three key areas need to move earth, add drainage key part of our team and they will During the major earthworks phase,
• installing permanent and temporary Airport is a catalyst for bringing the
of focus are: and evolve the site into a safe, smart continue to support us in managing we will monitor how well we are
drainage Western Parkland City vision to life.
construction zone. We broke this the construction site. They work with delivering the nine Construction
• building the infrastructure work down into two phases: us to help responsibly manage the Environmental Management Plans Additionally, we will work hard
Finding future construction partners
• building the business project’s budget, timing, risk and (CEMPs). Additionally, we will during the period on commercial
• early earthworks (now complete) Over the coming year our procurement
• building your future quality, as well as: integrate lessons learnt during activities, the path to operations and
• major earthworks focus will be bringing onboard an the early earthworks phase, so we a technology plan that differentiates
These areas align to our purpose experienced, capable and safety- • site health and safety
The major earthworks phase includes: continuously improve. the airport. This work will feed
and help us achieve the strategic focused construction company to start • environment directly into the infrastructure
results we detailed in Section 1. We • physically moving just over 23 million work on building our terminal. We will also check that we meet all
• engineering delivery contracts we need to award,
will undertake key activities within our cubic metres of earth (around two regulatory compliance requirements
We will also start the search for • construction partners and determine our overall business
areas of focus, as outlined below. thirds of the overall site) to flatten and the original environmental plans
construction industry partners for the model over time.
the ground for constructing the Additionally, Bechtel is our project set out for this project.
3.1 Building the runway, terminal and other key parts
two remaining major work packages:
management partner for this Accomplishing all this is the basis
landside civil and building works, and
infrastructure of the airport precinct. Together
airside pavements and civil works.
‘definition’ phase of the project,
3.2 Building the business
for our new performance outcome:
Developing the business (see
with early earthworks, this amounts which we expect to finalise by the
This focus area is about building to 25 million cubic metres of earth end of 2020. This is when we will Section 6).
This focus area is about defining
the airport precinct, including the moved on site have the terminal and wider airport what our business will look like when
terminal, runway and other aviation precinct fully designed.
• surveying, investigating and carrying the doors (and skies) open in 2026,
infrastructure, as well as our on-
out salvage works Bechtel has been pivotal in helping us and beyond. Western Sydney Airport
airport business park and internal
• removing existing roads, fencing to define all major project design and will be a business focused on three
roads. It is a huge undertaking, but we
and redundant electricity, gas and construction contracts. separate areas:
are thrilled to be more than 18 months
into construction and building toward water cables and pipes • airport owner and operator
Environmental focus
our peak construction period. • property developer
Protecting the environment is a
must – not only throughout the • customer service provider
Key project milestones and activities
2020–21 2021–22 2022–23 2023–24
Key business milestones and activities
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2020–21 2021–22 2022–23 2023–24
EARTHWORKS AND
Bulk Earthworks
AIRSIDE CIVILS
Practical Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
completion
COMMERCIAL
Continued achievement of commercial milestones
Package 1C
Contract On-site works
award commence
Main Works
SPECIALTY WORKS
Formal agreement Develop a roadmap Achievement
OPERATIONS*
TERMINAL AND
Package 2 established between (scope, milestones, of milestones
Contract Construction WSA and AsA, CASA resources) for set out in ORAT
award commences and AMS to work integrated planning roadmap
collaboratively on with AsA, CASA
airport infrastructure and AMS
Baggage Handling certification
System Contract Construction
award commences
TECHNOLOGY
LANDSIDE CIVIL
Approval of Airport Achievement of
AND BUILDING
technology plan milestones set out
Main Works
WORKS
and technology in technology plan
Package 3 Contract Construction roadmap and technology
award commences roadmap
*WSA - Western Sydney Airport
For each of the key packages, a range of enabling functions will be carried out in order to support and ensure successful AsA - Airservices Australia
and effective completion. CASA - Civil Aviation Safety Authority
AMS - Aviation and Maritime Security
ORAT – Operational Readiness, Activation and Transition
10 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 11
Airport owner and operator are available for the airport, other 3.3 Building your future
businesses on the site, and the
We know that, as an airport owner This focus area is all about you and
region.
and operator, we want to provide your future. As the project ramps up,
airlines with: we understand the community wants
• 24/7 curfew-free slots to learn more about the airport, its
• less terminal and airside congestion benefits and impacts, and how it will
be a sustainable part of Western
• many ways for passengers, cargo, Sydney’s future.
people and employees to connect
to the airport We know this must be a meaningful,
two-way conversation, so we are
Beyond this, we will continue determined to make sure there are
to engage with the people and many ways you can ask questions
organisations who will use the airport. about what the airport will mean for
We have already gained valuable you and your family.
insights from discussions with over
60 airlines and airports, and many Community
other aero and non-aero businesses. We are building Western Sydney’s
In the year ahead, we will use these Customer service provider airport, so it is important to us that
insights to inform the design of our we contribute to the community’s
We want to delight every customer social fabric and play a part in giving
airport, transport networks, retail
who interacts with the Western the people of Western Sydney the
spaces and business.
Sydney International (Nancy-Bird opportunities they deserve.
Property developer Walton) Airport. To do this, we are Visitors to our Experience Centre at Luddenham can learn about Sydney’s new airport and see it being built.
designing a customer journey that
We want to provide the best focuses on: We invite you to our Western Sydney Hawkesbury Show to the Festival Our project is closely associated with
opportunities for businesses in line International Experience Centre to of Fisher’s Ghost, as well pop-up the Western Sydney City Deal – a
with planning efforts for the broader • speed
make your way through a series of stands at shopping centres and historic agreement between eight
Western Sydney region. We have • great service interactive displays. You will learn other popular locations. local councils and the state and
gathered feedback from our airline, • cost-effectiveness about our region and its people, and federal governments. The City Deal will
cargo, community, retail and business • keeping school students engaged.
• fitness for the future understand the opportunities that maximise the benefits of the airport
partners. Their feedback will provide Whether we are visiting local
Sydney’s new airport will create. The through supporting infrastructure,
input into the development of further During the period, we will define schools to talk about construction
Experience Centre offers a great view environmental, educational, liveability
plans to meet their property needs in how this will come together. We plan safety, attending careers expos
of the earthworks project and the and a multitude of other initiatives.
a commercially attractive way. to anchor our business operations to talk about airport jobs of the
future airfield too.
around our customers: passengers, future or welcoming excursions to Sustainability
Western Sydney International is We have welcomed over 6,000 the Experience Centre, we want
airlines, cargo companies, aviation We understand that our community,
the catalyst for Western Sydney’s people to the centre in its first six to make sure the region’s young
service providers, retailers, property as well as our future passengers and
socio-economic development, and months, and their feedback and people know what the airport
managers and developers. We will airline and cargo customers, expects
property planning plays a critical role. insights will help us deliver an even means for their future.
also leverage marketing strategies the airport to be sustainable. So, in the
In the coming year, this planning will better experience this year.
that are based on customer and We are continuing to roll out our coming year, we will continue to work
begin to focus on specific aspects
market research, ensuring a We are also engaging with the Aboriginal Engagement Master Plan with designers and engineers to keep
such as ensuring utility (for example,
customer-focused conversation can community in many other ways: in the coming year to proactively sustainability in mind throughout:
electricity and water) connections
take place. ensure that building and operating
• our dedicated on-site community • airport design
the airport provides opportunities
engagement team. They are in • construction
for First Australians. More than this,
charge of communicating closely
we want to ensure that the project • operations (once we open)
with communities around the
respects and honours past, present
site, and answering questions in Our commitment to the Infrastructure
and future Aboriginal culture. Driving
person or via our telephone and Sustainability Council of Australia
Aboriginal engagement in business,
email contact channels, but most (ISCA) and Green Star ratings
education and employment, and
importantly, ensuring we remain a also means ensuring main works
including Aboriginal perspectives
considerate, proactive neighbour. contractors have a proven
in Western Sydney International’s
sustainability track record before we
• working with the Forum on Western design is an ongoing priority for
award them the job.
Sydney Airport (FOWSA). This our team. In the coming year,
initiative links the community, the we will also focus on proactively Initiatives will include ensuring
government and our organisation managing our partnerships with mobility-impaired passengers feel
during these planning and government, industry and community welcome and providing a seamless,
construction phases. stakeholders. These groups are efficient airport experience for
equally focused on driving economic both passengers and airlines. These
• setting up information stands
and social prosperity in Western initiatives will help us to achieve the
around Western Sydney. You will
Sydney. strategic priority of delighting our
see us at local events, from the
customers (see Section 1).
We engage with the community about their airport at local festivals like Campbelltown’s Festival of Fisher’s Ghost.
12 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 13
4. Our people and capability 5. Managing our risk
Western Sydney International Airport will be a major catalyst for growth We aim to create a strong, positive risk culture – one that promotes an open,
and development in the region. One of our important objectives is to proactive approach to managing risk, especially on a project of our size.
establish our organisation as an employer of choice by continuing to create
To foster this culture, our Board of •H
ealth, Safety and Wellbeing: •C
yber Security: risks from breaches
a safe, engaging, productive and flexible working environment. Directors and management team risks affecting the health, safety of, or attacks on, our information
are committed to implementing a and wellness of our employees, systems
We are committed to ensuring strong risk management framework contractors and the communities in
that the airport generates the right WSA has committed to ambitious workforce targets as set out in the •T
echnology: risks that threaten, or
that considers both threats and which we operate
economic and social benefits for the table below. are as a result of, the technology
opportunities. This approach allows
greater Western Sydney region by: •E
nvironment: risks affecting our environment
*A diverse workforce, us to identify, assess and manage
Workforce Target impact on the environment
• using local suppliers and employing includes participation risk across the company. It also aligns •D
esign and Delivery: risks affecting
local resources where possible and Residents of Western Sydney 30% during of priority jobseekers with our commitment to a culture •S
ustainability: risks affecting our our ability to deliver the project to
cost-effective construction and under-represented that prioritises and values safety ability to achieve sustainability scope, on time and within budget
• creating opportunities for 50% during groups in the industry across all aspects of delivery and objectives
•O
perations: risks affecting our
Indigenous workforce and suppliers, operations including women in non- operation.
traditional roles, women in •G
overnance, Legal and ability to operate the business
learning workers, including Indigenous workforce 2.4% leadership, economic and The COVID-19 pandemic has severely Compliance: risks affecting internal
trainees, apprenticeships and In addition, a key part of our
Diverse workforce* 7.6% socially disadvantaged disrupted the aviation industry as governance processes, fraudulent
workers training to upgrade their management structure is the Audit
people, and people with a well as the economy and society or corrupt behaviours and meeting
qualifications and skills Learning workers 20% and Risk Committee. This committee
disability. more generally. The uncertainty regulatory compliance
sets out the charter for managing
• collaborating with the education looks set to continue for some time
•S
trategic: risks affecting the risk in each of the areas above, and
sector, including TAFE, university, to come. Whilst the domestic path
delivery of our strategy and overall assesses new risks brought to their
and Registered Training to recovery is becoming clearer, the
business success attention.
Organisations (RTOs) where future development of international
appropriate and the impact on airlines and •F
inancial: risks affecting We aim to manage and control
• encouraging a diverse workforce, airports remains cloudy. In response shareholder value and our project’s all risks to minimise any negative
including women in non-traditional to COVID-19, we developed a or business’s overall financial impact, and our approach allows us
roles, women in leadership, socially business continuity plan which seeks stability to understand foreseeable risks so
and economically disadvantaged to maintain the momentum of the that effective decisions can be made
project whilst safeguarding the •C
ommercial: risks impacting our
people, and people with a disability despite uncertainty. This kind of
safety of our employees, partners, revenue and the value of both the
effective risk management is essential
• continuing to partner with contractors and the general public. business and the airport
for any organisation’s success, and for
construction contractors to develop We will continue to capture and •S
takeholder and Reputation: successfully delivering any project.
innovative programs assess information and adjust our risks affecting community and
With safety as our highest priority, we plans, both in terms of project In managing our risks, we strive to
stakeholder expectations and the
will continue our employee wellness delivery and ensuring the airport meet the highest standards through
ability to build the good will of the
programs and activities. We will design accommodates changing our framework, which is why we hold
organisation
also keep building a workplace that requirements. ourselves to AS/NZS ISO 31000:2018
fosters a growth mindset, flexibility •P
eople and Capability: risks Risk Management – Principles and
and high performance. This is an We manage a robust risk profile and affecting how we attract and retain Guidelines on implementation
approach that centres on results and have established control frameworks talent, and our employees’ ability to (ISO 31000), an internationally
brings our values of safety, integrity, for risks that have the potential to do their jobs benchmarked standard.
inclusion, pioneering, courage and affect the company’s performance.
These risk areas include: •S
ecurity: risks affecting our physical
passion to life. security management and business
As a result, we will develop a high- resilience
performing, capable and agile
workforce that is ‘empowered to
deliver’.
Western Sydney International Airport was
introduced to the world’s airlines as a new
approach to Sydney at the World Routes
Conference in Adelaide.
14 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 15
6. Measuring our performance
To ensure we are holding ourselves important to track how we are • environmental performance
accountable against our strategic performing against the following • community engagement
priorities (see Section 1), we have areas: We track both financial and
set a range of performance non-financial performance because
• safety record
measurements and targets. both dimensions are critical to our
• employee engagement
In the coming year, it is important success. We will then review our
• infrastructure delivery performance against these targets
to align these performance
• building the business each year, to make sure we remain
measurements with the project’s
early delivery phases. It is particularly • financial performance focused, relevant and effective.
Performance outcome Measure/Target
Safety record Measure: 2020-21 target: 2021-22 onwards:
This measures our success in Total Recordable Injury TRIFR < 5* TRIFR < 5*
cultivating and reinforcing a Frequency Rate (TRIFR)
safety-first, prevention and
protection mindset amongst
our employees, contractors and *Industry benchmark *Industry benchmark
consultants.
Employee engagement Measure: 2020-21 target: 2021-22 onwards:
This measures our success in Employee engagement Uplift to 3% above Annual uplift
engaging with the team, fostering score the Australian in employee
agility, engaging leadership, talent benchmark engagement score
focus and commitment to roles.
Infrastructure delivery Measure: 2020-21 target: 2021-22 onwards:
This measures our success Completion of key project Completion of Completion of
in achieving the key project milestones within the infrastructure infrastructure
milestones for building the specified timeframes delivery priorities delivery priorities for
infrastructure laid out in this plan. for the financial the relevant financial
year year
Environmental performance Measure: 2020-21 target: 2021-22 onwards:
This measures our success Prevention of material Nil Environmental Nil Environmental
in effectively executing the harm to the environment Protection Protection Orders
Construction Environmental Orders issued issued by the Airport
Management Plans (CEMPs) by the Airport Environment Officer
throughout the delivery phases of Environment
the airport. Officer
Developing the business Measure: 2020-21 target: 2021-22 onwards:
This measures our success Completion of key Completion of Completion of
in achieving the key business business milestones within business priorities business priorities
milestones for building the the specified timeframes for the financial for the relevant
business laid out in this plan. year financial year
Community engagement Measure: 2020-21 target: 2021-22 onwards:
This measures our success in Community engagement Maintain at least Maintain the index
engaging with the community index the 2019-20 result at 65% or more
and their subsequent awareness of 65%
and support of Western Sydney
International (Nancy-Bird Walton)
Airport.
Financial performance Measure: 2020-21 target: 2021-22 onwards:
This measures actual expenditure Variance to budget Expenditure within Expenditure within
relative to budgeted forecasts. budget budget
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.
Creating an easy and seamless travel experience.
16 Western Sydney Airport I Corporate Plan 2020 – 2021 Western Sydney Airport I Corporate Plan 2020 – 2021 17
WSA Co Limited ABN 81 618 989 272 PO Box 397 Liverpool NSW 1871 westernsydney.com.au 18 Western Sydney Airport I Corporate Plan 2020 – 2021
You can also read
