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Performance
Our strategic performance outcomes support, inform and drive our decision-making. This will ensure we continue to work towards being recognised as an industry leader and a valued service provider.
Through the decisions we make, we ensure we are:
- safe and secure—our most important consideration is always the safety of air navigation
- valued and accountable—we deliver services that are valued by our customers and are environmentally responsible
- efficient and commercial—we make customer-centric and commercially rigorous decisions and commit to continually improving the way we do business
- innovative—we embrace and invest in innovation to build the Airservices of tomorrow.
We have worked with our customers to refine the way we measure performance and to ensure a clear customer-centric focus on what represents value.
Our overall organisational performance is monitored and managed through our corporate plan key performance indicators (KPIs) as outlined in Table 1.
At the highest level our performance is focused on nine enterprise-wide KPIs. These measures are cascaded though the organisation to focus us and our resources on our purpose and vision.
The performance level of our service delivery is also agreed with, and reported to, our customers through the Airservices Services Charter.
Table 1: Corporate Plan 2017–18 KPIs
Safety KPIs
| Target/trend 2017–18 |
Target/trend |
Target/trend |
Target/trend 2020–21 |
Target/trend 2021–22 |
|
|
Significant Attributable Safety Occurrences Air Navigation Services: A significant ANS attributable safety occurrence is any loss of separation (LoS) or runway incursion occurrence where the Risk Assessment Tool score is Category A. |
0 |
0 |
0 |
0 |
0 |
|
Aviation Rescue Fire Fighting Services: Any occurrence in which the response to an aircraft incident to the end of each runway did not meet the regulated response time directive of three minutes. |
0 |
0 |
0 |
0 |
0 |
|
Lost time injury frequency rate (LTIFR) 7 Lost time injury is defined as an occurrence that resulted in time lost from work of one day/shift or more, permanent disability or fatality. |
3.5 |
2.5 |
1.5 |
<1 |
<1 |
Financial stewardship KPIs
| Target/trend 2017–18 |
Target/trend |
Target/trend |
Target/trend 2020–21 |
Target/trend 2021–22 |
|
|
NPAT 8 Net Profit After Tax ($ million). |
59.2 |
66.6 |
64.0 |
64.3 |
65.5 |
|
Return on assets (RoA) Airservices annual earnings as a percentage of Airservices assets. |
6.5% |
6.5% |
6.0% |
5.9% |
5.9% |
Business operations/ efficiency KPIs
|
Target/trend |
Target/trend |
Target/trend |
Target/trend |
Target/trend |
|
|
Productivity Total operating cost per instrument flight rules (IFR) flight hour ($/hour). |
Downward trend in real terms |
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Industry outcomes KPIs
|
Target/trend 2017–18 |
Target/trend 2018–19 |
Target/trend 2019–20 |
Target/trend 2020–21 |
Target/trend 2021–22 |
||
|
Arrival airborne delay (high‑volume operations) The median (and 75th percentile) excess time incurred during the arrival airborne phase of flight in reference to the estimated time of arrival for high‑volume operations. (High-volume operating environments defined as Brisbane, Melbourne, Perth and Sydney). |
Median |
0.6 |
0.6 |
0.6 |
0.6 |
0.6 |
| 75th Percentile |
3.5 |
3.4 |
3.3 |
3.2 |
3.1 |
|
|
Industry advocacy score Measures our customer advocacy as determined by the net promoter score. |
-39 |
-20 |
-20 |
-20 |
-20 |
Organisational capacity KPIs
| Target/trend 2017–18 |
Target/trend |
Target/trend |
Target/trend 2020–21 |
Target/trend 2021–22 |
|
|
People engagement survey—values focused Engagement score expressed as a percentage of satisfaction and specific values-related results. |
75th |
75th |
75th percentile |
75th |
75th percentile |
|
Diversity and inclusion index Index expressed as a percentage of the extent to which employees feel that the work environment is inclusive of all employees and supportive of diversity in the workplace. |
35th |
40th percentile |
45th percentile |
50th |
55th percentile |
7. LTIFR is the number of lost time injuries within a given accounting period to per million hours worked in the same accounting period.
8. As outlined in the Five-year corporate financial plan.
Mapping key performance indicators to our performance outcomes
| Performance outcomes | ||||
| Safe and Secure | Valued and Accountable | Efficient and Commercial | Innovative | |
|
KPIs |
Our most important consideration is always the safety of service delivery |
We deliver services that are valued by our customers and are environmentally responsible |
We make customer-centric and commercially rigorous decisions and commit to continually improving the way we do business |
We embrace and invest in innovation to build the Airservices of tomorrow |
|
Significant attributable safety occurrences |
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|
Lost Time Injury Frequency Rate |
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Net Profit after tax |
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Return on assets |
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Total cost per IFR flight hour |
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Arrival airborne delay |
|
|
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People engagement |
|
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Diversity and inclusion index |
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Industry Advocacy |
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