{ "entity_id": "O-000892", "folder": "Airservices-Australia", "name": "Airservices Australia", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.airservicesaustralia.com", "data_status": "inherited", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 2, "n_artifacts": 11, "n_kpi_targets": 8, "n_kpi_results": 8, "n_outcomes": 3, "verified_own_data": false, "vision_shared_with_n_others": 16 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "In simple terms, we exist to connect people with their world safely.\n\nIn accordance with the Act, our key purposes are to:\nProvide facilities and services for the safety,\nregularity, and efficiency of air navigation within Australian-administered airspace.\n\nWhere appropriate, consult with government,\ncommercial, industrial, consumer, and other relevant bodies and organisations including the\nInternational Civil Aviation Organization (ICAO).\n\nCarry out activities to protect the environment from the effects of, and the effects associated\nwith, aircraft operations. [CP p.11]", "official_site_url": "http://www.airservicesaustralia.com", "source_documents": [ { "type": "annual_report", "title": "Download report", "url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "Download report", "url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "period": "2025-26", "confidence": "high" }, { "type": "strategie", "title": "Airservices Innovate Reconciliation Action Plan (RAP) 2021-23", "url": "https://www.airservicesaustralia.com/wp-content/uploads/Airservices-Australia-Innovate-RAP-Dec-2021.pdf", "period": "2021", "confidence": "medium" } ], "purpose": { "text": "In simple terms, we exist to connect people with their world safely.\n\nIn accordance with the Act, our key purposes are to:\nProvide facilities and services for the safety,\nregularity, and efficiency of air navigation within Australian-administered airspace.\n\nWhere appropriate, consult with government,\ncommercial, industrial, consumer, and other relevant bodies and organisations including the\nInternational Civil Aviation Organization (ICAO).\n\nCarry out activities to protect the environment from the effects of, and the effects associated\nwith, aircraft operations. [CP p.11]", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 11, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=11" }, "vision": { "text": "null", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": null, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf" }, "strategic_priorities": [ { "title": "Investing in environment, social and governance (ESG) principles and practices", "description": "Investing in environment, social and governance (ESG) principles and practices", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 10, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10" }, { "title": "Socially aware practices", "description": "Socially aware practices", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 10, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10" }, { "title": "Good governance", "description": "Good governance", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 10, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10" } ], "values": [ { "name": "Safe Service Love what Work", "description": "", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": null }, { "name": "Own it", "description": "", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": null }, { "name": "always first we do as one", "description": "", "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": null } ], "outcomes": [ { "name": "Zero significant attributable safety occurrences", "description": "We continued to operate with a ‘safe always’ focus during 2024–25, with 1 significant attributable safety occurrence recorded for our air traffic services. [AR p.25]", "activities": [ "Significant safety occurrences monitoring", "Incident investigations", "Safety management system" ], "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 25, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=25" }, { "name": "Planned aerodrome capacity delivered", "description": "We met targets related to cancellations and ground delay commitments for the financial year, however there were aberrations where our service resilience was impacted, for example during a weather event in Sydney in February 2025. [AR p.31]", "activities": [ "Strategic staffing", "Service resilience capability", "Network governance" ], "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 31, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=31" }, { "name": "Realising significant strategic and economic benefits by transforming traditional air traffic management", "description": "OneSKY has achieved all planned milestones ahead of schedule. CMATS has been installed ahead of schedule at Airservices Melbourne campus and integrated with live surveillance and flight plan data across more than 80 terminals. [AR p.33]", "activities": [ "Civil military air traffic management system (CMATS) installation", "Enterprise network modernisation" ], "source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "source_page": 33, "source_deep_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=33" } ], "performance_measures": [ { "code": "CCE01", "measure": "Significant attributable safety occurrences", "target": "0", "latest_result": "1", "status": "Not met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "ATM01", "measure": "Airservices attributable ground delay per flight", "target": "18 seconds", "latest_result": "18.0 hours", "status": "Met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "EBITDA", "measure": "Forecast earnings before interest, tax, depreciation and amortisation", "target": "Calculation based on assumptions around operating revenue and costs", "latest_result": "-10.1%", "status": "Not met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "CO2E", "measure": "Scope 1 & 2 carbon footprint", "target": "35,972 tonnes", "latest_result": "35,972 tonnes", "status": "Met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "NCIS", "measure": "NCIS response timeframe", "target": "Within specified timeframe", "latest_result": "4", "status": "Not met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "ANO", "measure": "Aircraft Noise Ombudsman complaints", "target": "4", "latest_result": "4", "status": "Not met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "PE", "measure": "People engagement score", "target": "70", "latest_result": "49", "status": "Not met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 }, { "code": "LTIFR", "measure": "Lost time injury frequency rate", "target": "5", "latest_result": "4.2", "status": "Met", "target_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf", "target_source_page": 49, "result_source_url": "https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf", "result_source_page": 23 } ], "document_alignment_terms": { "must_support": [ "In simple terms, we exist to connect people with their world safely.\n\nIn accordance with the Act, our key purposes are to:\nProvide facilities and services for the safety,\nregularit", "null", "Investing in environment, social and governance (ESG) principles and practices", "Socially aware practices", "Good governance" ], "watch_terms": [ "Significant attributable safety occurrences", "Airservices attributable ground delay per flight", "Forecast earnings before interest, tax, depreciation and amortisation", "Scope 1 & 2 carbon footprint", "NCIS response timeframe", "Aircraft Noise Ombudsman complaints", "People engagement score", "Lost time injury frequency rate" ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Airservices Australia — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)\n**Corporate Plan**: [2025-26](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)\n\n## Vision\n\n> null\n\n## Our purpose / purposes\n\n> In simple terms, we exist to connect people with their world safely.\n\nIn accordance with the Act, our key purposes are to:\nProvide facilities and services for the safety,\nregularity, and efficiency of air navigation within Australian-administered airspace.\n\nWhere appropriate, consult with government,\ncommercial, industrial, consumer, and other relevant bodies and organisations including the\nInternational Civil Aviation Organization (ICAO).\n\nCarry out activities to protect the environment from the effects of, and the effects associated\nwith, aircraft operations. [CP p.11](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=11) [[CP p.11](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=11)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=11)]\n\n## How we deliver\n\n> We are committed to delivering our culture improvement program, which provides a strategic framework and prioritised initiatives to support continuous progress towards our desired culture. This requires leaders who are accountable, inspire trust and can provide clarity to our people on their roles and responsibilities, thereby raising their ability to deliver on outcomes. [CP p.14](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=14) [[CP p.14](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=14)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=14)]\n\n## Government priorities for this department\n\n- Investing in environment, social and governance (ESG) principles and practices [[CP p.10](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)]\n- Socially aware practices [[CP p.10](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)]\n- Good governance [[CP p.10](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=10)]\n\n## Outcomes\n\n### Zero significant attributable safety occurrences\nWe continued to operate with a ‘safe always’ focus during 2024–25, with 1 significant attributable safety occurrence recorded for our air traffic services. [AR p.25](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=25) [[CP p.25](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=25)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=25)]\n\n**Key activities:**\n- Significant safety occurrences monitoring\n- Incident investigations\n- Safety management system\n\n### Planned aerodrome capacity delivered\nWe met targets related to cancellations and ground delay commitments for the financial year, however there were aberrations where our service resilience was impacted, for example during a weather event in Sydney in February 2025. [AR p.31](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=31) [[CP p.31](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=31)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=31)]\n\n**Key activities:**\n- Strategic staffing\n- Service resilience capability\n- Network governance\n\n### Realising significant strategic and economic benefits by transforming traditional air traffic management\nOneSKY has achieved all planned milestones ahead of schedule. CMATS has been installed ahead of schedule at Airservices Melbourne campus and integrated with live surveillance and flight plan data across more than 80 terminals. [AR p.33](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=33) [[CP p.33](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=33)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=33)]\n\n**Key activities:**\n- Civil military air traffic management system (CMATS) installation\n- Enterprise network modernisation\n\n## Values and principles\n\n_null_\n\n- Safe Service Love what Work\n- Own it\n- always first we do as one\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Significant attributable safety occurrences | 0 | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| ATM01 | Airservices attributable ground delay per flight | 18 seconds | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| EBITDA | Forecast earnings before interest, tax, depreciation and amortisation | Calculation based on assumptions around operating revenue and costs | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| CO2E | Scope 1 & 2 carbon footprint | 35,972 tonnes | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| NCIS | NCIS response timeframe | Within specified timeframe | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| ANO | Aircraft Noise Ombudsman complaints | 4 | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| PE | People engagement score | 70 | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n| LTIFR | Lost time injury frequency rate | 5 | [CP p.49](https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49)(https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf#page=49) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Significant attributable safety occurrences | 1 | Not met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| ATM01 | Airservices attributable ground delay per flight | 18.0 hours | Met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| EBITDA | Forecast earnings before interest, tax, depreciation and amortisation | -10.1% | Not met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| CO2E | Scope 1 & 2 carbon footprint | 35,972 tonnes | Met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| NCIS | NCIS response timeframe | 4 | Not met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| ANO | Aircraft Noise Ombudsman complaints | 4 | Not met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| PE | People engagement score | 49 | Not met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |\n| LTIFR | Lost time injury frequency rate | 4.2 | Met | [AR p.23](https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23)(https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf#page=23) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Airservices Australia - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:54:41.241158+00:00\n**Entity ID**: O-000892\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.airservicesaustralia.com\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 17 |\n| reviews | 3 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nOverview\nContents\n04 14 18\nIntroduction Our year in review Annual performance\nand overview statement\nLetter of transmittal Our performance\nAbout us Performance outcomes and KPIs\nOur purpose Cooperation\nBoard Chair and CEO’s report Risk profile\nChanges to performance measures\n68 132 144\nFinancial People and culture Governance and\nstatements accountability\nEqual employment\nopportunity report\nOur Board and committees\nWork health and safety\nperformance Our business structure\nOur governance\nOur internal audit performance\nTransparency performance\n162 178\nEnvironmental Appendices\nand social\nAppendix A Ministerial expectations\nAppendix B Airservices remuneration report 2024–25\nEnvironmental management\nand performance Appendix C Commonwealth Climate Disclosure\nNoise complaints and Appendix D Compliance index\ninformation service Appendix E Glossary and acronyms\n2024–25 Annual Report 3\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 3]\nContents\n01 Overview 4\n02 About us 6\n03 Our purpose 10\n04 Operating context 12\nCapability 14\nRisk 18\nCooperation 22\n05 Plan on a page 24\n06 Our priorities 26\n07 Key activities 30\nAlignment to our purpose 31\nCapital investments 32\n08 Performance 34\n09 Financial outlook 36\n10 Appendices 38\nAppendix A | Ministerial expectations 39\nAppendix B | Ministerial directions 48\nAppendix C | KPI background 48\nAppendix D | Acronyms 52\nAppendix E | List of Corporate Plan requirements 53\n3\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Table 1: Corporate Plan KPIs\nFY2027—\nPerformance FY2025 FY2026 FY2030\noutcome FY2026 Corporate Plan metric baseline target target\nAir navigation Significant attributable safety occurrences 1 0 0\nsafety (SASO) (#)\nService efficiency Service availability\nATC tower & airspace 98.99% ≥98.99% ≥99.50%\nARFF 99.85% ≥99.85% ≥99.85%\nAirservices attributable cancellations (%) 0.02% 0.02% <0.02%\nAirservices attributable ground delay 2 2 <2\n(seconds)\nFinancial Earnings before interest, taxes, (49.3) 61.6 —\nsustainability depreciation & amortisation\n(EBITDA) ($m)*\nCost per instrument flight rules (IFR)\n270 <=260 —\nflight hour ($)*\nEnvironmental Scope 1 & 2 carbon footprint (tCO2e) 28,500 28,000 16,500\nprotection\nCommunity impact Monthly noise abatement procedure (NAP) N/A 100% 100%\nreporting for major airports\nNoise Complaints and Information Service\n21 days 21 days 21 days\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- [Page 48]\nAppendix B\nMinisterial directions\nThe minister has also issued the following ministerial directions:\nYear Date Subject\n1996 29 May Handling of aircraft noise complaints at Sydney and other federal airports\n1997 30 July Progressive implementation of Sydney Long Term Operating Plan\n1999 3 May Responsibilities in relation to the environmental effects of aircraft\n2004 31 August Provision of approach radar services at specific airports\n2024 16 September Use of simultaneous opposite direction parallel runway operations\nat Brisbane airport\nAppendix C\nKPI background\nKPI Description Methodology Rationale for KPI\nSignificant • ATM: this represents any Quantitative — annual Measures our operational\nattributable safety loss of separation or runway total count. safety outcomes using\noccurrences (#) incursion where the risk- industry standard measures.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n\n### Role and Functions\n\n- We are working on improving our financial and portfolio delivery functions and have developed\na $100 million cost savings program which delivered $40 million during 2024–25.\n-10.1 $237m $275\nReturn on assets Underlying net loss after tax Cost per instrument\nflight rules flight hour\nFostering a high-performance culture\nWe are continuing our\n62 90\nculture transformation\njourney to align our\nNew endorsed air New aviation\noperations with our traffic controllers rescue fire fighters\nstrategic priorities (includes both newly licensed and\nexperienced air traffic controllers)\nto build a safe and\ninclusive workplace\nin the face of evolving\n120 74\nindustry demands.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 48]\nAppendix B\nMinisterial directions\nThe minister has also issued the following ministerial directions:\nYear Date Subject\n1996 29 May Handling of aircraft noise complaints at Sydney and other federal airports\n1997 30 July Progressive implementation of Sydney Long Term Operating Plan\n1999 3 May Responsibilities in relation to the environmental effects of aircraft\n2004 31 August Provision of approach radar services at specific airports\n2024 16 September Use of simultaneous opposite direction parallel runway operations\nat Brisbane airport\nAppendix C\nKPI background\nKPI Description Methodology Rationale for KPI\nSignificant • ATM: this represents any Quantitative — annual Measures our operational\nattributable safety loss of separation or runway total count. safety outcomes using\noccurrences (#) incursion where the risk- industry standard measures.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- The decrease in 2024–25 net carbon emissions\ncompared to 2023–24 is a result of reduced We demonstrate our commitment to environmental\nbusiness travel. stewardship and our role in mitigating climate\nchange by working towards a more ambitious\nAlthough results under the new methodology are\ntarget in the reduction of our carbon emissions.\nnot directly comparable to previous years, scope 1\nWe are also integrating climate risk assessments\nand 2 emissions remain comparable and reflect our\nand adaptation measures to better prepare for\noperational emissions footprint.\nand respond to the impacts of climate change.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Airservices determined\nto directly consult only those potentially affected in areas where it had made\nmodifications to the 2014/15 concept flight path design (the target area).\n“Consultation” with those affected in the general area, described by\nAirservices as a community update program, and in Airservices’ SEP as\n“activities aimed to inform and update the community on the development and\nimplementation of Runway 13/31”32, would be the responsibility of the\nSunshine Coast Council, with Airservices providing support.\n Source: `reviews/ANO-Final-Report-Sunshine-Coast-Investigation-April-2020.pdf (https://airservicesaustralia.com/wp-content/uploads/ANO-Final-Report-Sunshine-Coast-Investigation-April-2020.pdf)`\n- This will enable us to continue to\nenhance organisational capability and strengthen\nmeet our commitments under our Environmental\nstrategic clarity, including:\nSustainability Strategy 2024–2030, including its\n4 pillars of supporting net zero emissions by 2050; • launching targeted organisational transformation\nminimising noise impacts on communities; ecological initiatives focused on enhancing role clarity,\nstewardship; and sustainable resource management. alignment with strategic priorities, and effective\ninternal collaboration\nA range of initiatives will ensure our infrastructure\nand services remain fit for purpose, future-focused, • continuing to invest in leadership development\nand capable of meeting the aviation industry’s and inclusive workplace practices.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Purpose\nSection 3\nThe purposes of an entity include objectives, functions or role of the entity.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\nContents\n01 Overview 4\n02 About us 6\n03 Our purpose 10\n04 Operating context 12\nCapability 14\nRisk 18\nCooperation 22\n05 Plan on a page 24\n06 Our priorities 26\n07 Key activities 30\nAlignment to our purpose 31\nCapital investments 32\n08 Performance 34\n09 Financial outlook 36\n10 Appendices 38\nAppendix A | Ministerial expectations 39\nAppendix B | Ministerial directions 48\nAppendix C | KPI background 48\nAppendix D | Acronyms 52\nAppendix E | List of Corporate Plan requirements 53\n3\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- This will enable us to continue to\nenhance organisational capability and strengthen\nmeet our commitments under our Environmental\nstrategic clarity, including:\nSustainability Strategy 2024–2030, including its\n4 pillars of supporting net zero emissions by 2050; • launching targeted organisational transformation\nminimising noise impacts on communities; ecological initiatives focused on enhancing role clarity,\nstewardship; and sustainable resource management. alignment with strategic priorities, and effective\ninternal collaboration\nA range of initiatives will ensure our infrastructure\nand services remain fit for purpose, future-focused, • continuing to invest in leadership development\nand capable of meeting the aviation industry’s and inclusive workplace practices.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- We are working on improving our financial and portfolio delivery functions and have developed\na $100 million cost savings program which delivered $40 million during 2024–25.\n-10.1 $237m $275\nReturn on assets Underlying net loss after tax Cost per instrument\nflight rules flight hour\nFostering a high-performance culture\nWe are continuing our\n62 90\nculture transformation\njourney to align our\nNew endorsed air New aviation\noperations with our traffic controllers rescue fire fighters\nstrategic priorities (includes both newly licensed and\nexperienced air traffic controllers)\nto build a safe and\ninclusive workplace\nin the face of evolving\n120 74\nindustry demands.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Priorities\nWithin 2 years (2025–2027) Within 5 years (2025–2030)\nReturn towards Upgrade Transform Improve service Build a future-\nprofi tability infrastructure organisational effi ciency and ready workforce\nand expand culture eff ectiveness\nservices through\ndigitalisation\nCapabilities\nReporting and Risk Financial Service and People Environmental,\ngovernance oversight and management enabling capability social &\nmanagement and plan technology governance\n(ESG)\nAir navigation safety Financial sustainability Service effi ciency\nIncreasing need for industry collaboration and integration Emerging technology opportunities\n25\nDecarbonisation benefi ts assisting in minimising environmental impacts\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- However,\ncompliance and reduction in airborne delays. more timely strategic priorities during the\nFollowing the trial in late February 2025, we have financial year 2024–25 necessitated this initiative\ncommenced work with various stakeholders on be delayed to financial year 2025–26.\noptions to continue to improve Perth performance.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 27]\nOur priorities shape Airservices’ strategic direction, and reflect a clear\nlink between our purpose, our investment profile, and our operational\ndecision-making.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Our programs and deliverables are tailored to\ncapitalise on opportunities to ensure we deliver on our purpose and ambition.30\nCurrent framework\n5.3 Airservices’ current legislative requirements are contained in section 10 of the\nAirservices Act 1995, which provides:\nAA must consult and cooperate\nIn the performance of its functions and the exercise of its powers, AA must, where\nappropriate, consult with government, commercial, industrial, consumer and other\nrelevant bodies and organisations (including ICAO and bodies representing the\naviation industry).\n Source: `reviews/ANO-Final-Report-Community-Engagement-Systemic-Review-April-2020.pdf (https://airservicesaustralia.com/wp-content/uploads/ANO-Final-Report-Community-Engagement-Systemic-Review-April-2020.pdf)`\n- 13\n1 Australian Airports Association, 2024–25 Federal Budget, p.2\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- The\ncommittee receives regular reporting on matters\nWe take a principle-led and continuous\nsuch as: governance; risk and compliance; fraud\nimprovement approach towards risk management,\nand other integrity matters; insurances; and business\nconsistent with the International Standard ISO\ncontinuity; as well as focused ‘deep dive’ reports\n31000:2018 Risk Management — Guidelines.\non specific risks and other matters within its terms\nWe continually review our enterprise risks and of reference.\nmonitor emerging risks as our operating\nA ‘3 lines’ approach ensures that our day-to-day\nenvironment evolves to ensure that they accurately\nrisks are managed in accordance with our\nreflect the most significant business risks, which\nRisk Management Standard which sets out the\ncould affect achievement of our strategic objectives.\naccountabilities for managing risk, with assurance\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Our diversity\nevolving needs. and inclusion agenda will be advanced\nthrough regular audits of recruitment and\nKey activities and investments underpinning this promotion pathways to ensure equity,\npriority include: transparency and fairness\n• phased rollout of the Civil Military Air Traffic • implementing our workforce plan to ensure\nManagement System (CMATS) under the we have the right capability in the right place\nOneSKY program to unify civil and military air at the right time.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 30]\nPerformance outcome\nPlanned aerodrome capacity delivered\n2022–23 2023–24 2024–25 2024–25\nKey performance indicator Location Result Result Target1 Result2 Assessment\nPlanned capacity delivered\nas a percentage of time (%) Top 4 Airports 82% 83% >83% 83.2 Met\nAchieved capacity (throughput) on\nday of operations in comparison to Sydney N/A 81% >81% 81.4 Met\nwhat was planned the previous day,\nmeasured for our top 4 airports\n(Sydney Kingsford-Smith, Melbourne,\nMelbourne N/A 79% >79% 79.8 Met\nBrisbane and Perth).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The decrease in 2024–25 net carbon emissions\ncompared to 2023–24 is a result of reduced We demonstrate our commitment to environmental\nbusiness travel. stewardship and our role in mitigating climate\nchange by working towards a more ambitious\nAlthough results under the new methodology are\ntarget in the reduction of our carbon emissions.\nnot directly comparable to previous years, scope 1\nWe are also integrating climate risk assessments\nand 2 emissions remain comparable and reflect our\nand adaptation measures to better prepare for\noperational emissions footprint.\nand respond to the impacts of climate change.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The 2024–25 Corporate Plan KPI target was amended from >0% to\n-2.5% to reflect the updated methodology.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The 2024–25 Corporate Plan KPI target has been amended from a\nmonthly average of <36 complaints to a monthly average of <4, given\nthe updated methodology.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 3]\nContents\n01 Overview 4\n02 About us 6\n03 Our purpose 10\n04 Operating context 12\nCapability 14\nRisk 18\nCooperation 22\n05 Plan on a page 24\n06 Our priorities 26\n07 Key activities 30\nAlignment to our purpose 31\nCapital investments 32\n08 Performance 34\n09 Financial outlook 36\n10 Appendices 38\nAppendix A | Ministerial expectations 39\nAppendix B | Ministerial directions 48\nAppendix C | KPI background 48\nAppendix D | Acronyms 52\nAppendix E | List of Corporate Plan requirements 53\n3\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Table 1: Corporate Plan KPIs\nFY2027—\nPerformance FY2025 FY2026 FY2030\noutcome FY2026 Corporate Plan metric baseline target target\nAir navigation Significant attributable safety occurrences 1 0 0\nsafety (SASO) (#)\nService efficiency Service availability\nATC tower & airspace 98.99% ≥98.99% ≥99.50%\nARFF 99.85% ≥99.85% ≥99.85%\nAirservices attributable cancellations (%) 0.02% 0.02% <0.02%\nAirservices attributable ground delay 2 2 <2\n(seconds)\nFinancial Earnings before interest, taxes, (49.3) 61.6 —\nsustainability depreciation & amortisation\n(EBITDA) ($m)*\nCost per instrument flight rules (IFR)\n270 <=260 —\nflight hour ($)*\nEnvironmental Scope 1 & 2 carbon footprint (tCO2e) 28,500 28,000 16,500\nprotection\nCommunity impact Monthly noise abatement procedure (NAP) N/A 100% 100%\nreporting for major airports\nNoise Complaints and Information Service\n21 days 21 days 21 days\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- [Page 48]\nAppendix B\nMinisterial directions\nThe minister has also issued the following ministerial directions:\nYear Date Subject\n1996 29 May Handling of aircraft noise complaints at Sydney and other federal airports\n1997 30 July Progressive implementation of Sydney Long Term Operating Plan\n1999 3 May Responsibilities in relation to the environmental effects of aircraft\n2004 31 August Provision of approach radar services at specific airports\n2024 16 September Use of simultaneous opposite direction parallel runway operations\nat Brisbane airport\nAppendix C\nKPI background\nKPI Description Methodology Rationale for KPI\nSignificant • ATM: this represents any Quantitative — annual Measures our operational\nattributable safety loss of separation or runway total count. safety outcomes using\noccurrences (#) incursion where the risk- industry standard measures.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Refer to ‘Changes to performance measures’ on page 66 for further details.\n* The 2024–25 Corporate Plan KPI target has been amended to better reflect how our performance is measured.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Performance outcome\nZero significant attributable safety occurrences\n2022–23 2023–24 2024–25 2024–25\nKey performance indicators Result Result Target1 Result Assessment\nSignificant Number of ‘loss of separation’ or\nattributable ‘runway incursion’ occurrences\n0 0 0 1 Not met\nsafety where the Risk–Assessment Tool\noccurrences score is category A\nNumber of occurrences where\nthe response to an aircraft\n0 0 0 0 Met\nincident did not meet the\nregulated response time\n1 Source: Airservices 2024–25 Corporate Plan, page 27.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Arrival cancellations\nare attributed to Airservices when\nthe cancelled flight was planned\nMelbourne N/A 0 0 0.0 Met\nto arrive during a period where,\nas a result of Airservices service\nvariations, capacity was reduced\nPerth N/A 1 0 0.7 Not met\nresulting in unmet demand.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The attributable\nground delay is determined by\nMelbourne N/A 1 0 0.4 Met\nassessing the reduction in capacity as\na result of Airservices service variations,\nproportional to total ground delay,\nPerth N/A 7 <7 4.7 Met\nwhich also includes impacts of\nweather and airport restrictions\n(such as runway/taxiway works).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 38]\nPerformance outcome\nReal reduction in cost to serve\n2022–23 2023–24 2024–25 2024–25\nKey performance indicator Result Result Target1 Result Assessment\nReal price growth (5-year trend)*\nCumulative annual weighted average\nprice change less consumer price index\n(CPI).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 42]\nPerformance outcome\nPeople engagement score\n2022–23 2023–24 2024–25 2024–25\nKey performance indicator Result Result Target1 Result Assessment\nPeople Engagement\nPeople Engagement score reflects employee satisfaction 65 59 >=70 49 Not met\nwith the statement “I am happy working at Airservices”\n1 Source: Airservices 2024–25 Corporate Plan, page 27.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Our latest engagement score\n(74%, +1), respectful behaviours (66%, steady), and\nof 49 in June 2025 is below our target of 70 communication from leaders (70%, +1) suggest that\nand continues a downward trend. our cultural reset is gaining traction.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 1165.9\nStaff, 0\nStaff | This may also influence\nour FY2025-26 outlook\nTable 2: Financial outlook\n($m) 2024–25 2025–26\nForecast Plan\nAirways revenue 1,036.4 1,140.8\nOther revenue 34.2 25.1\nRevenues 1070.6 1165.9\nStaff costs 836.3 824\nSupplier costs 272.3 280.2\nDepreciation 119.2 108.6\nTotal expenses before interest and tax 1227.8 1212.8\nEarnings before interest and tax (EBIT) (168.5) (47.1)\nEBIT /Revenue % (16%) (4%)\nEarnings before interest, tax, depreciation and amorti | `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)` |\n| 1165.9\nStaff, 0\nStaff | [pages 38,39,40]\nlook\nTable 2: Financial outlook\n($m) 2024–25 2025–26\nForecast Plan\nAirways revenue 1,036.4 1,140.8\nOther revenue 34.2 25.1\nRevenues 1070.6 1165.9\nStaff costs 836.3 824\nSupplier costs 272.3 280.2\nDepreciation 119.2 108.6\nTotal expenses before interest and tax 1227.8 1212.8\nEarnings before interest and tax (EBIT) (168.5) (47.1)\nEBIT /Revenue % (16%) (4%)\nEarnings before interest, tax, depreciation and amortisation (EBITDA) (49.3) 6 | `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)` |\n| $181.5 million, $55 million, 181.5 million, 55 million | [pages 38,39,40]\nOur overall financial performance continued to be in workforce resilience to improve service\nchallenged throughout the year, which resulted in performance as detailed in our ‘100% planned\nan unfavourable Return on Assets (ROA) of -10.1%. aerodrome capacity delivered’ section\nThis is primarily due to our net loss after tax being • higher than planned financing costs due to the\n$181.5 million more than the plan of $55 million. reve | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $181.5 million, $55 million, 181.5 million, 55 million | We have continued our investment\nOur overall financial performance continued to be in workforce resilience to improve service\nchallenged throughout the year, which resulted in performance as detailed in our ‘100% planned\nan unfavourable Return on Assets (ROA) of -10.1%. aerodrome capacity delivered’ section\nThis is primarily due to our net loss after tax being • higher than planned financing costs due to the\n$181.5 million more than the plan of $ | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $100 million, $40 million, $237m, $275\n, 100 million, 40 million | We are working on improving our financial and portfolio delivery functions and have developed\na $100 million cost savings program which delivered $40 million during 2024–25.\n-10.1 $237m $275\nReturn on assets Underlying net loss after tax Cost per instrument\nflight rules flight hour\nFostering a high-performance culture\nWe are continuing our\n62 90\nculture transformation\njourney to align our\nNew endorsed air New aviation\noperations with our traffic | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $592.5m, $462.2m | The Board also has the Department stands ready to actively work\nrecently approved an increase in the gearing ratio to with Airservices regarding funding options in the\nsupport Airservices’ Capital Management. upcoming federal budget process.\n• Despite global geopolitical and trade\nThe Board considers Airservices to be a going\nuncertainties, the growth of the Australian aviation\nconcern and able to meet its debts and obligations\nsector is supporte | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| 29,930\nEmployees | [Page 102]\nNotes to and forming part of the financial statement\n2.5 Other provisions and payables\n2025 2024\n$’000 $’000\nCurrent payables and other provisions\nCurrent trade and other payables\nTrade payables 30,632 29,930\nEmployees\nSalaries and wages 24,554 21,537\nSuperannuation 218 27\nTax payables\nAccrued payroll tax 5,750 4,449\nNet goods and services tax payable 10,084 10,802\nGroup tax payable 7,726 6,998\nRevenue received in advance 1,013 –\nInter | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $454 million, $393 million, $61 million, 454 million, 393 million, 61 million | Capital frequency rate both improved and were below\ninvestment reached approximately $454 million target for the year, at 7.6 and 4.2 respectively.\nacross the year, comprising $393 million in capital\nAs we look ahead, we envisage a period of\nexpenditure and $61 million in associated operating\nrelative organisational stability to effectively bed\nexpenditure. | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $454 million, $393 million, $61 million, 454 million, 393 million, 61 million | Specifically, we have:\nIn financial year 2024–25, we planned and achieved • Reviewed how we are aligning our risk\na significant milestone by delivering more than assessment processes with our enterprise\never before, with investment expenditure reaching risk framework and risk appetite statement,\n$454 million, comprised of $393 million in capital and engaging with subject matter experts\nexpenditure and $61 million in associated operating to ensure | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| 3 per cent | 2022\nȼ Review people and recruitment procedures and policies to June 2021 People Policy Senior\nremove barriers to Aboriginal and Torres Strait Islander Specialist\nparticipation in our workplace.\nȼ Provide additional support in relation to fitness requirements December 2021 Aerodrome Services –\nfor Aboriginal and Torres Strait Islander applicants for ARRFS ARFF (Head)\nroles to maximise success in recruitment for ARFFS positions.\nȼ Increase the per | `strategies/Airservices-Australia-Innovate-RAP-Dec-2021.pdf (https://www.airservicesaustralia.com/wp-content/uploads/Airservices-Australia-Innovate-RAP-Dec-2021.pdf)` |\n| $112.7 million, 112.7 million | Analysis\nAirservices was notified on 30 June 2025 Revenues were $112.7 million* lower than planned\nby the Minister for Infrastructure, across the year, due to:\n• forecasted volume growth in international\nTransport, Regional Development\ntraffic was significantly below expectations\nand Local Government of the approval\n• reduced demand associated with traffic\nto implement a 6% weighted average\nvolatility within the industry, particularly in the\npric | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $68.9 million, 68.9 million | Over the financial\nyears 2020–21 to 2024–25, prices have reduced Costs were $68.9 million* higher than forecasted,\nby 19.2% in real terms. contributing factors included:\n• significant increases in provisions for 2025–26\nThroughout the period, we continued to work PFAS identification, management, legal, and\ntowards a Long-Term Pricing Agreement (LTPA) remediation where appropriate\nthat will be assessed by the Australian Competition\n• a delay in re | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $24 million, 24 million | Airservices submission\nmachinery to deliver the physical remediation scope.\nto the Public Works Committee included a\nwhole-of-life cost for the proposed works of\n$24 million, with the works delivered within budget. | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n| $592.5m, $462.2m | [pages 79,80,81,82,83]\nue, on the following basis:\neasing inflation and a strong tourism industry\n• Cash and cash equivalents of $592.5m and a\ncontributing above the global average to GDP.\npositive net asset position of $462.2m. | `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)` |\n\n## Key Achievements\n\n- [Page 39]\nAnnual performance statement\nPricing adjustments\nKey activity Key activity\n6% weighted average price increase 2026–27 to 2030–31 Long-Term Pricing Agreement\n(LTPA) Update\nAirservices completed of a comprehensive regulatory\nprocess which included a draft and formal price Airservices continues to progress the development\nnotification.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 30]\nPerformance outcome\nPlanned aerodrome capacity delivered\n2022–23 2023–24 2024–25 2024–25\nKey performance indicator Location Result Result Target1 Result2 Assessment\nPlanned capacity delivered\nas a percentage of time (%) Top 4 Airports 82% 83% >83% 83.2 Met\nAchieved capacity (throughput) on\nday of operations in comparison to Sydney N/A 81% >81% 81.4 Met\nwhat was planned the previous day,\nmeasured for our top 4 airports\n(Sydney Kingsford-Smith, Melbourne,\nMelbourne N/A 79% >79% 79.8 Met\nBrisbane and Perth).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Specifically, we have:\nIn financial year 2024–25, we planned and achieved • Reviewed how we are aligning our risk\na significant milestone by delivering more than assessment processes with our enterprise\never before, with investment expenditure reaching risk framework and risk appetite statement,\n$454 million, comprised of $393 million in capital and engaging with subject matter experts\nexpenditure and $61 million in associated operating to ensure robust decision-making is built\nexpenditure.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Key activity The Airspace Change Proposal submission was\nOpening of Western Sydney International Airport completed in July 2025, to support the publication\nin late 2026. of new airspace arrangements whereby the Minister\nauthorised the preliminary airspace and flightpaths\nProgress on Western Sydney International (WSI) on 4 June 2025.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Airservices will provide ARFF Services to the\ncategory listed on the CASA-issued ARFFS\nd. provide Aviation Rescue Fire Fighting Services to the\nProvider Certificate and in accordance with the\ncategory listed on the CASA-issued ARFFS Provider\nprovisions of Part 139H (Aerodrome rescue and\nCertificate; in accordance with the provisions of Part\nfirefighting services) of the Civil Aviation Safety\n139H (Aerodrome rescue and firefighting services)\nRegulations (CASRs) and other relevant\nof the Civil Aviation Safety Regulations 1998\nregulations and legislation, unless there is an\nand other relevant legislation, unless there is an\nunforeseeable contingency.\nunforeseeable contingency;\nAirservices is committed to providing safe, secure,\ne. ensure it has in place sufficient, competent staff\nefficient, and environmentally responsible ARFF\nresources to provide rescue and firefighting\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Should Airservices be unable to meet the\nAirservices will communicate clearly and\nExpectations under sections 4a), 4b), 4c), 4d), 4e)\ntransparently to CASA if we are unable to meet the\nand 4f), Airservices should communicate these\nExpectations under sections 4a), 4b), 4c), 4d), 4e)\nclearly and transparently to CASA, including its plans\nand 4f) including our plans for remediation, and\nfor remediation, and include a report on these issues\ninclude a report on these issues in its quarterly\nin its quarterly progress reports to the Minister.\nreport to the minister.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Improved service 83 49\noutcomes\nfrom 2023–24\nConsistent planned Reduction of ground delay\ncapacity delivered as program (GDP) application\npercentage of time hours at major airports\n64 75 47\nReduction of variations Reduction of ground delay Reduction of variations\nto published services in minutes attributable to to published services at\nairspace sectors Airservices at major airports control towers\nARFF services\n4,631 358 21\nTotal ARFF service callouts Aviation-related incidents Lives saved\nresponded to by ARFF service\n16 2024–25 Annual Report\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- We are working on improving our financial and portfolio delivery functions and have developed\na $100 million cost savings program which delivered $40 million during 2024–25.\n-10.1 $237m $275\nReturn on assets Underlying net loss after tax Cost per instrument\nflight rules flight hour\nFostering a high-performance culture\nWe are continuing our\n62 90\nculture transformation\njourney to align our\nNew endorsed air New aviation\noperations with our traffic controllers rescue fire fighters\nstrategic priorities (includes both newly licensed and\nexperienced air traffic controllers)\nto build a safe and\ninclusive workplace\nin the face of evolving\n120 74\nindustry demands.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 22]\nSummary of performance outcomes\nPerformance outcomes Key performance indicators 2024–25 Target1 2024–25 Actual Assessment\nZero significant\nSignificant attributable\nattributable safety 0 1 Not met\nsafety occurrences\noccurrences\nPlanned aerodrome Planned capacity delivered\n>83% 83.3% Met\ncapacity delivered as percentage of time2\nSydney >81% 82% Met\nMelbourne >79% 80% Met\nPerth >83% 82% Not met\nBrisbane >89% 90% Met\nAirservices attributable\n<14 6.5 Met\ncancellations — Top 4 airports2\nSydney <9 5.7 Met\nMelbourne 0 0.0 Met\nPerth 0 0.7 Not met\nBrisbane <4 0.2 Met\nAirservices attributable ground\n<67 18.0 Met\ndelay (hours) — Top 4 airports2\nSydney <36 12.6 Met\nMelbourne 0 0.4 Met\nPerth <7 4.7 Met\nBrisbane <23 0.3 Met\n22 2024–25 Annual Report\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Analysis\nAirservices was notified on 30 June 2025 Revenues were $112.7 million* lower than planned\nby the Minister for Infrastructure, across the year, due to:\n• forecasted volume growth in international\nTransport, Regional Development\ntraffic was significantly below expectations\nand Local Government of the approval\n• reduced demand associated with traffic\nto implement a 6% weighted average\nvolatility within the industry, particularly in the\nprice increase. domestic segment as Bonza and Rex Airlines\njet operations ceased\nThe price increase has subsequently been\n• the delay to the anticipated pricing increase.\nimplemented from 1 August 2025.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [pages 38,39,40]\nOur overall financial performance continued to be in workforce resilience to improve service\nchallenged throughout the year, which resulted in performance as detailed in our ‘100% planned\nan unfavourable Return on Assets (ROA) of -10.1%. aerodrome capacity delivered’ section\nThis is primarily due to our net loss after tax being • higher than planned financing costs due to the\n$181.5 million more than the plan of $55 million. revenue shortfalls above.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- We\nWe also have fortnightly governance meetings to continue to focus on having strategies in place to\ndiscuss the Ballina Enhanced Services Program to ensure Air Traffic Services and Aviation Rescue\nsupport critical decision alignment regarding Ballina Fire Fighting Services are delivered in accordance\naerodrome control service and airspace changes. with the expectations outlined at 4(a), 4(b), 4(c),\n4(d), 4(e) and 4(f).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Table 1: Corporate Plan KPIs\nFY2027—\nPerformance FY2025 FY2026 FY2030\noutcome FY2026 Corporate Plan metric baseline target target\nAir navigation Significant attributable safety occurrences 1 0 0\nsafety (SASO) (#)\nService efficiency Service availability\nATC tower & airspace 98.99% ≥98.99% ≥99.50%\nARFF 99.85% ≥99.85% ≥99.85%\nAirservices attributable cancellations (%) 0.02% 0.02% <0.02%\nAirservices attributable ground delay 2 2 <2\n(seconds)\nFinancial Earnings before interest, taxes, (49.3) 61.6 —\nsustainability depreciation & amortisation\n(EBITDA) ($m)*\nCost per instrument flight rules (IFR)\n270 <=260 —\nflight hour ($)*\nEnvironmental Scope 1 & 2 carbon footprint (tCO2e) 28,500 28,000 16,500\nprotection\nCommunity impact Monthly noise abatement procedure (NAP) N/A 100% 100%\nreporting for major airports\nNoise Complaints and Information Service\n21 days 21 days 21 days\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- [Page 3]\nOverview\nContents\n04 14 18\nIntroduction Our year in review Annual performance\nand overview statement\nLetter of transmittal Our performance\nAbout us Performance outcomes and KPIs\nOur purpose Cooperation\nBoard Chair and CEO’s report Risk profile\nChanges to performance measures\n68 132 144\nFinancial People and culture Governance and\nstatements accountability\nEqual employment\nopportunity report\nOur Board and committees\nWork health and safety\nperformance Our business structure\nOur governance\nOur internal audit performance\nTransparency performance\n162 178\nEnvironmental Appendices\nand social\nAppendix A Ministerial expectations\nAppendix B Airservices remuneration report 2024–25\nEnvironmental management\nand performance Appendix C Commonwealth Climate Disclosure\nNoise complaints and Appendix D Compliance index\ninformation service Appendix E Glossary and acronyms\n2024–25 Annual Report 3\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- In addition, extensive internal and external these locations.\nsafety promotion is undertaken through data\nIn addition to the monitoring of occurrences\nexchange with customers, safety forums, the creation\nwithin Australia, Airservices continually monitors\nof training aids and documentation for pilots, and\nglobal aviation events, with a particular focus on\npromotion through social media channels.\nthose involving air traffic control (ATC), to better\nOn 2 October 2024, a Significant Attributable understand the challenges faced globally and to look\nSafety Occurrence (SASO) occurred at Moorabbin for learnings to enhance Airservices’ risk controls and\ninvolving 2 Cessna 172 aircrafts.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 3]\nContents\n01 Overview 4\n02 About us 6\n03 Our purpose 10\n04 Operating context 12\nCapability 14\nRisk 18\nCooperation 22\n05 Plan on a page 24\n06 Our priorities 26\n07 Key activities 30\nAlignment to our purpose 31\nCapital investments 32\n08 Performance 34\n09 Financial outlook 36\n10 Appendices 38\nAppendix A | Ministerial expectations 39\nAppendix B | Ministerial directions 48\nAppendix C | KPI background 48\nAppendix D | Acronyms 52\nAppendix E | List of Corporate Plan requirements 53\n3\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Priorities\nWithin 2 years (2025–2027) Within 5 years (2025–2030)\nReturn towards Upgrade Transform Improve service Build a future-\nprofi tability infrastructure organisational effi ciency and ready workforce\nand expand culture eff ectiveness\nservices through\ndigitalisation\nCapabilities\nReporting and Risk Financial Service and People Environmental,\ngovernance oversight and management enabling capability social &\nmanagement and plan technology governance\n(ESG)\nAir navigation safety Financial sustainability Service effi ciency\nIncreasing need for industry collaboration and integration Emerging technology opportunities\n25\nDecarbonisation benefi ts assisting in minimising environmental impacts\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- [Page 48]\nAppendix B\nMinisterial directions\nThe minister has also issued the following ministerial directions:\nYear Date Subject\n1996 29 May Handling of aircraft noise complaints at Sydney and other federal airports\n1997 30 July Progressive implementation of Sydney Long Term Operating Plan\n1999 3 May Responsibilities in relation to the environmental effects of aircraft\n2004 31 August Provision of approach radar services at specific airports\n2024 16 September Use of simultaneous opposite direction parallel runway operations\nat Brisbane airport\nAppendix C\nKPI background\nKPI Description Methodology Rationale for KPI\nSignificant • ATM: this represents any Quantitative — annual Measures our operational\nattributable safety loss of separation or runway total count. safety outcomes using\noccurrences (#) incursion where the risk- industry standard measures.\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- Performance outcome\nZero significant attributable safety occurrences\n2022–23 2023–24 2024–25 2024–25\nKey performance indicators Result Result Target1 Result Assessment\nSignificant Number of ‘loss of separation’ or\nattributable ‘runway incursion’ occurrences\n0 0 0 1 Not met\nsafety where the Risk–Assessment Tool\noccurrences score is category A\nNumber of occurrences where\nthe response to an aircraft\n0 0 0 0 Met\nincident did not meet the\nregulated response time\n1 Source: Airservices 2024–25 Corporate Plan, page 27.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The attributable\nground delay is determined by\nMelbourne N/A 1 0 0.4 Met\nassessing the reduction in capacity as\na result of Airservices service variations,\nproportional to total ground delay,\nPerth N/A 7 <7 4.7 Met\nwhich also includes impacts of\nweather and airport restrictions\n(such as runway/taxiway works).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- The decrease in 2024–25 net carbon emissions\ncompared to 2023–24 is a result of reduced We demonstrate our commitment to environmental\nbusiness travel. stewardship and our role in mitigating climate\nchange by working towards a more ambitious\nAlthough results under the new methodology are\ntarget in the reduction of our carbon emissions.\nnot directly comparable to previous years, scope 1\nWe are also integrating climate risk assessments\nand 2 emissions remain comparable and reflect our\nand adaptation measures to better prepare for\noperational emissions footprint.\nand respond to the impacts of climate change.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- As at 30 June 2025, the maximum risk exposure to all\nauthorised counterparties after applying the Current Exposure Method was $686.2m (2024: $460.2m).\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Airservices has assessed the risk of\ndefault on payment and has allocated $13.9m in 2025(2024: $10.4m) as an allowance for impairment.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Not past due nor impaired Not past due nor impaired Past due or impaired Past due or impaired\n2025 2024 2025 2024\n$’000 $’000 $’000 $’000\nReceivables 93,728 101,695 20,205 16,639\nTotal 93,728 101,695 20,205 16,639\nAirservices is exposed to concentration of risk with respect to trade receivables.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Effect of positive movement Effect of negative movement\nCarrying Change in Profit Profit\namount risk variable and loss Equity and loss Equity\n2025 $’000 +/-% $’000 $’000 $’000 $’000\nCurrency risk\nBuy USD forward contracts 1,439 8.06 – (2,232) – 2,621\nBuy EUR forward contracts 2,487 8.06 – (2,597) – 3,059\nInterest rate risk\nCash and cash equivalents 592,533 1.32 7,820 – (7,820) –\nMedium-term notes 1,995,280 – – – – –\nInterest rate swaps 1,993 1.32 (25,891) – 29,207 –\nCommercial paper 116,796 1.32 (1,558) – 1,558 –\nEffect of positive movement Effect of negative movement\nCarrying Change in Profit Profit\namount risk variable and loss Equity and loss Equity\n2024 $’000 +/-% $’000 $’000 $’000 $’000\nCurrency risk\nBuy USD forward contracts 1,638 8.28 – (3,815) – 3,336\nBuy EUR forward contracts (37) 8.28 – (103) – 107\nInterest rate risk\nCash and cash equivalents 323,223 1.36 4,343 – (4,343) –\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [pages 114,115,116,117]\norward contracts 2,487 8.06 – (2,597) – 3,059\nInterest rate risk\nCash and cash equivalents 592,533 1.32 7,820 – (7,820) –\nMedium-term notes 1,995,280 – – – – –\nInterest rate swaps 1,993 1.32 (25,891) – 29,207 –\nCommercial paper 116,796 1.32 (1,558) – 1,558 –\nEffect of positive movement Effect of negative movement\nCarrying Change in Profit Profit\namount risk variable and loss Equity and loss Equity\n2024 $’000 +/-% $’000 $’000 $’000 $’000\nCurrency risk\nBuy USD forward contracts 1,638 8.28 – (3,815) – 3,336\nBuy EUR forward contracts (37) 8.28 – (103) – 107\nInterest rate risk\nCash and cash equivalents 323,223 1.36 4,343 – (4,343) –\nMedium-term notes 1,496,912 – – – – –\nInterest rate swaps (10,123) 1.36 (16,217) – 18,373 –\nCommercial paper 82,846 1.36 (1,129) – 1,129 –\n114 2024–25 Annual Report\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Priorities\nWithin 2 years (2025–2027) Within 5 years (2025–2030)\nReturn towards Upgrade Transform Improve service Build a future-\nprofi tability infrastructure organisational effi ciency and ready workforce\nand expand culture eff ectiveness\nservices through\ndigitalisation\nCapabilities\nReporting and Risk Financial Service and People Environmental,\ngovernance oversight and management enabling capability social &\nmanagement and plan technology governance\n(ESG)\nAir navigation safety Financial sustainability Service effi ciency\nIncreasing need for industry collaboration and integration Emerging technology opportunities\n25\nDecarbonisation benefi ts assisting in minimising environmental impacts\n62–5202\nnalP\netaroproC\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n- [Page 3]\nOverview\nContents\n04 14 18\nIntroduction Our year in review Annual performance\nand overview statement\nLetter of transmittal Our performance\nAbout us Performance outcomes and KPIs\nOur purpose Cooperation\nBoard Chair and CEO’s report Risk profile\nChanges to performance measures\n68 132 144\nFinancial People and culture Governance and\nstatements accountability\nEqual employment\nopportunity report\nOur Board and committees\nWork health and safety\nperformance Our business structure\nOur governance\nOur internal audit performance\nTransparency performance\n162 178\nEnvironmental Appendices\nand social\nAppendix A Ministerial expectations\nAppendix B Airservices remuneration report 2024–25\nEnvironmental management\nand performance Appendix C Commonwealth Climate Disclosure\nNoise complaints and Appendix D Compliance index\ninformation service Appendix E Glossary and acronyms\n2024–25 Annual Report 3\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Reform Board (CRB)\n• CRB membership has been reset with Safety and respect at work\n18 appointed representatives — 80% • The completion of an external and independent\noperational employees and a 70/30 male-female review of Safe Place with extensive engagement\nsplit — reflecting workforce demographics and across the organisation to increase transparency\nsupporting the next phase of culture improvement. and build trust with our people.\n• An independent adviser has commenced • The release of a new Code of Conduct and\nalongside the Executive Chair and Chief Risk, Respectful Workplace Behaviours policy.\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 83]\nNotes to and forming part of the financial statement Financial statements\n1.2 Expenses\n2025 2024\n$’000 $’000\nEmployee benefits\nWages and salaries 488,872 471,576\nSuperannuation (defined contribution funds) 69,756 61,363\nLeave and other entitlements 163,372 141,145\nSeparation and redundancies 23,542 7,757\nOther employee related expenses 52,029 44,231\nEmployee benefits (excluding defined benefit superannuation expense) 797,571 726,072\nNet defined benefit superannuation expense recognised in employee benefits\nCurrent service cost 14,620 14,053\nNet interest expense (8,236) (6,725)\nDefined benefit superannuation expense 6,384 7,328\nTotal employee benefits 803,955 733,400\nSupplier expenses\nGoods and services supplied or rendered\nARFF decontamination1 84,233 1,485\nContractors 46,457 52,582\nConsultants 15,643 5,647\nCompliance Costs1 26,808 22,937\nIT services 84,220 65,974\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [pages 83,84,85,86]\nARFF decontamination1 84,233 1,485\nContractors 46,457 52,582\nConsultants 15,643 5,647\nCompliance Costs1 26,808 22,937\nIT services 84,220 65,974\nInfrastructure costs 39,294 81,166\nOperational service costs 13,627 13,888\nOther occupancy costs 23,797 22,796\nRepairs and maintenance 26,713 25,535\nTelecommunications 12,718 21,195\nTravel 15,404 22,437\nOther 23,254 22,463\nTotal goods and services supplied or rendered 412,168 358,105\nOther expenses\nShort-term leases 261 13\nLow value leases 1,970 3,189\nVariable lease payments 247 294\nTotal other supplier expenses 2,478 3,496\nTotal supplier expenses 414,646 361,601\nFinance costs\nBorrowing costs 69,753 47,169\nInterest rate swap fair value loss – 2,185\nInterest on lease liabilities 3,344 1,983\nTotal finance costs 73,097 51,337\n2024–25 Annual Report 83\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- [Page 119]\nNotes to and forming part of the financial statement Financial statements\n2025 2024\n$’000 $’000\nReconciliations\nReconciliation of the present value of defined benefit obligation:\nBalance at the beginning of the year 452,095 466,809\nCurrent service cost 14,620 14,053\nContribution by members 5,800 6,003\nInterest cost 23,809 25,625\nRemeasurements\nEffect of changes in financial assumptions 1,429 (9,242)\nEffect of experience adjustments (4,424) (21,174)\nBenefits paid (42,587) (29,979)\nBalance at the end of the year 450,742 452,095\nReconciliation of the fair value of plan assets:\nBalance at the beginning of the year 598,884 581,591\nInterest Income 32,045 32,350\nRemeasurements\nReturn on plan assets (excluding interest income) 17,918 8,918\nContribution by Airservices 27 27\nContribution by members 5,800 5,977\nBenefits paid (42,587) (29,979)\n Source: `annual-reports/2024-25.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- Table 1: Corporate Plan KPIs\nFY2027—\nPerformance FY2025 FY2026 FY2030\noutcome FY2026 Corporate Plan metric baseline target target\nAir navigation Significant attributable safety occurrences 1 0 0\nsafety (SASO) (#)\nService efficiency Service availability\nATC tower & airspace 98.99% ≥98.99% ≥99.50%\nARFF 99.85% ≥99.85% ≥99.85%\nAirservices attributable cancellations (%) 0.02% 0.02% <0.02%\nAirservices attributable ground delay 2 2 <2\n(seconds)\nFinancial Earnings before interest, taxes, (49.3) 61.6 —\nsustainability depreciation & amortisation\n(EBITDA) ($m)*\nCost per instrument flight rules (IFR)\n270 <=260 —\nflight hour ($)*\nEnvironmental Scope 1 & 2 carbon footprint (tCO2e) 28,500 28,000 16,500\nprotection\nCommunity impact Monthly noise abatement procedure (NAP) N/A 100% 100%\nreporting for major airports\nNoise Complaints and Information Service\n21 days 21 days 21 days\n Source: `corporate-plans/2025-26.pdf (https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.airservicesaustralia.com/wp-content/uploads/2025/12/Airservices-Australia-Corporate-Plan-2025-2026-varied.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.airservicesaustralia.com/wp-content/uploads/2025/11/Airservices-Annual-Report-2024-2025.pdf\n- `strategies/Airservices-Australia-Innovate-RAP-Dec-2021.pdf` - strategies - https://www.airservicesaustralia.com/wp-content/uploads/Airservices-Australia-Innovate-RAP-Dec-2021.pdf\n- `reviews/ANO-Final-Report-Community-Engagement-Systemic-Review-April-2020.pdf` - reviews - https://airservicesaustralia.com/wp-content/uploads/ANO-Final-Report-Community-Engagement-Systemic-Review-April-2020.pdf\n- `reviews/ANO-Final-Report-Sunshine-Coast-Investigation-April-2020.pdf` - reviews - https://airservicesaustralia.com/wp-content/uploads/ANO-Final-Report-Sunshine-Coast-Investigation-April-2020.pdf\n- `reviews/ANO-Final-Report-Investigation-East-Melbourne-FlightPaths-July-2021.pdf` - reviews - https://www.airservicesaustralia.com/wp-content/uploads/ANO-Final-Report-Investigation-East-Melbourne-FlightPaths-July-2021.pdf\n- `pages/about.html` - pages - http://www.airservicesaustralia.com/about-us\n- `pages/corporate-plans-index.html` - pages - https://www.airservicesaustralia.com/category/corporate/\n- `pages/homepage.html` - pages - http://www.airservicesaustralia.com\n- `pages/media-releases-index.html` - pages - https://www.airservicesaustralia.com/airservices-australia-releases-march-2026-australian-aviation-network-overview/\n- `pages/media-releases-index__00.html` - pages - https://www.airservicesaustralia.com/airservices-australia-releases-march-2026-australian-aviation-network-overview/\n- `pages/media-releases-index__01.html` - pages - https://www.airservicesaustralia.com/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.airservicesaustralia.com%2Fairservices-australia-releases-march-2026-australian-aviation-network-overview%2F\n- `pages/media-releases-index__02.html` - pages - https://www.airservicesaustralia.com/wp-json/oembed/1.0/embed?url=https%3A%2F%2Fwww.airservicesaustralia.com%2Fairservices-australia-releases-march-2026-australian-aviation-network-overview%2F&format=xml\n- `pages/media-releases-index__03.html` - pages - https://www.airservicesaustralia.com/wp-content/uploads/2024/09/cropped-Airservices-Favicon-01-32x32.png\n- `pages/media-releases-index__04.html` - pages - https://www.airservicesaustralia.com/wp-content/uploads/2024/09/cropped-Airservices-Favicon-01-192x192.png\n- `pages/media-releases-index__05.html` - pages - https://www.airservicesaustralia.com/wp-content/uploads/2024/09/cropped-Airservices-Favicon-01-180x180.png\n- `pages/media-releases-index__06.html` - pages - https://www.airservicesaustralia.com/wp-content/uploads/2026/04/Australian-Aviation-Network-Overview-March-2026.pdf\n- `pages/media-releases-index__07.html` - pages - https://www.airservicesaustralia.com/category/media-release/\n- `pages/media-releases-index__08.html` - pages - https://www.airservicesaustralia.com/airservices-australia-continues-to-advance-on-culture-journey-in-2026/\n- `pages/media-releases-index__09.html` - pages - https://www.airservicesaustralia.com/airservices-australia-releases-february-2026-australian-aviation-network-overview/\n- `pages/news-latest.html` - pages - https://www.airservicesaustralia.com/airservices-newsroom/\n- `pages/priorities-index.html` - pages - http://www.airservicesaustralia.com/about-us/our-services/\n- `pages/publications-index.html` - pages - http://www.airservicesaustralia.com/corporate-publications/\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Board-Statement-in-Response-ANO-Investigation-East-Melbourne-July-2021.pdf` - other-pdfs - https://airservicesaustralia.com/wp-content/uploads/Board-Statement-in-Response-ANO-Investigation-East-Melbourne-July-2021.pdf\n- `other-pdfs/Oct2021_ANO_Investigation_BrisbaneAirport_NPR.pdf` - other-pdfs - https://www.airservicesaustralia.com/wp-content/uploads/Oct2021_ANO_Investigation_BrisbaneAirport_NPR.pdf\n- `other-pdfs/Oct2021_AirservicesResponse_ANO_Investigation_BrisbaneAirport_NPR.pdf` - other-pdfs - https://www.airservicesaustralia.com/wp-content/uploads/Oct2021_AirservicesResponse_ANO_Investigation_BrisbaneAirport_NPR.pdf\n- `other-pdfs/ANO-report-on-Gold-Coast-ILS-June-2025.pdf` - other-pdfs - https://www.airservicesaustralia.com/wp-content/uploads/2025/08/ANO-report-on-Gold-Coast-ILS-June-2025.pdf\n- `other-pdfs/Board-Statement-Response-to-ANO-Gold-Coast-NAP-investigation.pdf` - other-pdfs - https://www.airservicesaustralia.com/wp-content/uploads/2025/08/Board-Statement-Response-to-ANO-Gold-Coast-NAP-investigation.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Airservices Australia — Legislation Administered\n\n**Generated**: 2026-05-13T03:11:32+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 24,547 in / 212 out · cost: $0.00089\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Air Services Act 1995](https://www.legislation.gov.au/search?query=Air%20Services%20Act%201995) | 1995 | Act | Airservices Australia administers this Act to provide air traffic management and aviation rescue fire fighting services. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | Airservices Australia operates in accordance with this Act. |", "global_initiatives_md": "# Airservices Australia — Global Initiatives Catalogue\n\n## Focus areas\n- Air traffic management\n- Environmental sustainability\n- Resilient and efficient workforce\n- Robust governance and risk management\n\n## Air traffic management\n\n### SESAR (Single European Sky ATM Research)\n**Jurisdiction**: EU\n**Run by**: European Union Agency for Network of Execution (ENESA)\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: SESAR is a collaborative initiative to modernize and integrate the air traffic management infrastructure across Europe, focusing on efficiency, safety, and environmental sustainability.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt SESAR’s integrated approach to air traffic management to enhance efficiency and safety.\n**Find more**: [Search SESAR](https://www.google.com/search?q=SESAR+air+traffic+management)\n\n### NextGen\n**Jurisdiction**: USA\n**Run by**: Federal Aviation Administration (FAA)\n**Year**: 2009\n**Status**: Active\n**What it does (2–3 sentences)**: NextGen is a comprehensive plan to modernize the U.S. air traffic control system through advanced technology and data-driven decision-making.\n**Why it matters to Australia (1–2 sentences)**: NextGen provides a model for Australia to adopt advanced air traffic management technologies and improve operational efficiency.\n**Find more**: [Search NextGen](https://www.google.com/search?q=NextGen+air+traffic+management)\n\n### NextGen Australia\n**Jurisdiction**: Australia\n**Run by**: Airservices Australia\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: NextGEN Australia is an initiative to implement advanced air traffic management technologies to enhance the efficiency and safety of Australia’s airspace.\n**Why it matters to Australia (1–2 sentences)**: As a local initiative, NextGEN Australia is directly relevant and provides a benchmark for similar projects globally.\n**Find more**: [NextGen Australia](https://www.airservicesaustralia.com/our-services/nextgen-australia)\n\n## Environmental sustainability\n\n### FAA’s Environmental Vision Program\n**Jurisdiction**: USA\n**Run by**: Federal Aviation Administration (FAA)\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The Environmental Vision Program aims to reduce the environmental impact of aviation through innovative technologies and sustainable practices.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from FAA’s efforts to integrate environmental sustainability into air traffic management.\n**Find more**: [Search FAA Environmental Vision Program](https://www.google.com/search?q=FAA+Environmental+Vision+Program)\n\n### Green Aviation Technologies\n**Jurisdiction**: UK\n**Run by**: UK Civil Aviation Authority (CAA)\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative focuses on developing and deploying technologies that reduce the environmental impact of aviation, including emissions and noise reduction.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar technologies and practices to improve its environmental sustainability goals.\n**Find more**: [Search Green Aviation Technologies](https://www.google.com/search?q=Green+Aviation+Technologies+UK)\n\n### Clean Sky 2\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: Clean Sky 2 is a research program aimed at developing innovative technologies to reduce the environmental impact of aviation in Europe.\n**Why it matters to Australia (1–2 sentences)**: Australia can benefit from the research outcomes and technologies developed under Clean Sky 2 to enhance its environmental sustainability.\n**Find more**: [Search Clean Sky 2](https://www.google.com/search?q=Clean+Sky+2+research+program)\n\n## Resilient and efficient workforce\n\n### Civil Aviation Safety Authority’s Workforce Strategy\n**Jurisdiction**: Australia\n**Run by**: Civil Aviation Safety Authority (CASA)\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: CASA’s workforce strategy focuses on developing a resilient and efficient workforce through training, diversity initiatives, and safety programs.\n**Why it matters to Australia (1–2 sentences)**: This local strategy provides a model for Airservices Australia to enhance its workforce planning and development.\n**Find more**: [CASA Workforce Strategy](https://www.casa.gov.au/workplace/workforce-strategy)\n\n### FAA’s Human Factors Program\n**Jurisdiction**: USA\n**Run by**: Federal Aviation Administration (FAA)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The FAA’s Human Factors Program aims to improve aviation safety by integrating human factors into air traffic management and aviation operations.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt human factors programs to enhance safety and efficiency in its workforce.\n**Find more**: [Search FAA Human Factors Program](https://www.google.com/search?q=FAA+Human+Factors+Program)\n\n### New Zealand Civil Aviation Authority’s Workforce Development\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Civil Aviation Authority (CAA)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative focuses on developing a resilient workforce through training, diversity initiatives, and safety programs.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from New Zealand’s workforce development strategies to enhance its own workforce resilience.\n**Find more**: [Search NZ CAA Workforce Development](https://www.google.com/search?q=New+Zealand+Civil+Aviation+Authority+workforce+development)\n\n## Robust governance and risk management\n\n### FAA’s Risk Management Framework\n**Jurisdiction**: USA\n**Run by**: Federal Aviation Administration (FAA)\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: The FAA’s Risk Management Framework provides a comprehensive approach to identifying, assessing, and mitigating risks in aviation operations.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt FAA’s risk management framework to enhance its own governance and risk oversight.\n**Find more**: [Search FAA Risk Management Framework](https://www.google.com/search?q=FAA+Risk+Management+Framework)\n\n### Civil Aviation Safety Authority’s Governance Framework\n**Jurisdiction**: Australia\n**Run by**: Civil Aviation Safety Authority (CASA)\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: CASA’s governance framework focuses on ensuring robust risk management and compliance with safety regulations.\n**Why it matters to Australia (1–2 sentences)**: This local framework provides a model for Airservices Australia to enhance its governance and risk management practices.\n**Find more**: [CASA Governance Framework](https://www.casa.gov.au/workplace/governance-framework)\n\n### European Union Aviation Safety Agency’s Risk Management\n**Jurisdiction**: EU\n**Run by**: European Union Aviation Safety Agency (EASA)\n**Year**: 2003\n**Status**: Active\n**What it does (2–3 sentences)**: EASA’s risk management approach focuses on ensuring the safety and security of aviation operations across Europe through comprehensive risk assessments and mitigation strategies.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from EASA’s risk management strategies to enhance its own safety and security protocols.\n**Find more**: [Search EASA Risk Management](https://www.google.com/search?q=EASA+Risk+Management)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "null", "vision_source_page": null, "purposes": "In simple terms, we exist to connect people with their world safely.\n\nIn accordance with the Act, our key purposes are to:\nProvide facilities and services for the safety,\nregularity, and efficiency of air navigation within Australian-administered airspace.\n\nWhere appropriate, consult with government,\ncommercial, industrial, consumer, and other relevant bodies and organisations including the\nInternational Civil Aviation Organization (ICAO).\n\nCarry out activities to protect the environment from the effects of, and the effects associated\nwith, aircraft operations. [CP p.11]", "purposes_source_page": 11, "how_we_deliver": "We are committed to delivering our culture improvement program, which provides a strategic framework and prioritised initiatives to support continuous progress towards our desired culture. This requires leaders who are accountable, inspire trust and can provide clarity to our people on their roles and responsibilities, thereby raising their ability to deliver on outcomes. [CP p.14]", "how_we_deliver_source_page": 14, "government_priorities": [ { "text": "Investing in environment, social and governance (ESG) principles and practices", "source_page": 10 }, { "text": "Socially aware practices", "source_page": 10 }, { "text": "Good governance", "source_page": 10 } ], "outcomes": [ { "name": "Zero significant attributable safety occurrences", "description": "We continued to operate with a ‘safe always’ focus during 2024–25, with 1 significant attributable safety occurrence recorded for our air traffic services. [AR p.25]", "key_activities": [ "Significant safety occurrences monitoring", "Incident investigations", "Safety management system" ], "source_page": 25 }, { "name": "Planned aerodrome capacity delivered", "description": "We met targets related to cancellations and ground delay commitments for the financial year, however there were aberrations where our service resilience was impacted, for example during a weather event in Sydney in February 2025. [AR p.31]", "key_activities": [ "Strategic staffing", "Service resilience capability", "Network governance" ], "source_page": 31 }, { "name": "Realising significant strategic and economic benefits by transforming traditional air traffic management", "description": "OneSKY has achieved all planned milestones ahead of schedule. CMATS has been installed ahead of schedule at Airservices Melbourne campus and integrated with live surveillance and flight plan data across more than 80 terminals. [AR p.33]", "key_activities": [ "Civil military air traffic management system (CMATS) installation", "Enterprise network modernisation" ], "source_page": 33 } ], "values": [ "Safe Service Love what Work", "Own it", "always first we do as one" ], "values_framework_name": "null", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Significant attributable safety occurrences", "target": "0", "source_page": 49 }, { "code": "ATM01", "measure": "Airservices attributable ground delay per flight", "target": "18 seconds", "source_page": 49 }, { "code": "EBITDA", "measure": "Forecast earnings before interest, tax, depreciation and amortisation", "target": "Calculation based on assumptions around operating revenue and costs", "source_page": 49 }, { "code": "CO2E", "measure": "Scope 1 & 2 carbon footprint", "target": "35,972 tonnes", "source_page": 49 }, { "code": "NCIS", "measure": "NCIS response timeframe", "target": "Within specified timeframe", "source_page": 49 }, { "code": "ANO", "measure": "Aircraft Noise Ombudsman complaints", "target": "4", "source_page": 49 }, { "code": "PE", "measure": "People engagement score", "target": "70", "source_page": 49 }, { "code": "LTIFR", "measure": "Lost time injury frequency rate", "target": "5", "source_page": 49 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Significant attributable safety occurrences", "result": "1", "status": "Not met", "source_page": 23 }, { "code": "ATM01", "measure": "Airservices attributable ground delay per flight", "result": "18.0 hours", "status": "Met", "source_page": 23 }, { "code": "EBITDA", "measure": "Forecast earnings before interest, tax, depreciation and amortisation", "result": "-10.1%", "status": "Not met", "source_page": 23 }, { "code": "CO2E", "measure": "Scope 1 & 2 carbon footprint", "result": "35,972 tonnes", "status": "Met", "source_page": 23 }, { "code": "NCIS", "measure": "NCIS response timeframe", "result": "4", "status": "Not met", "source_page": 23 }, { "code": 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