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NATIONAL AIRPORTS CORPORATION 2030 GROwTh STRATeGy

Page 2

National Airports Corporation 2030 Growth Strategy

We operate a total of 22 airports in PNG

1. Port Moresby International 2. Goroka

3. Nadzab 4. Madang

5. Mt Hagen 6. Wewak

7. Madang 8. Kokopo

9. Kavieng 10. Gurney

11. Girua 12. Daru

13. Hoskins 14. Kiunga

15. Tari 16. Kerema

17. Momote 18. Vanimo

19. Wapenamanda 20. Kundiawa

21. Buka 22. Aropa

Page 3

Subject Page Table of Contents 1

NAC Preamble 2

NAC Safety Policy 3

Minister’s Statement 4

Chairman’s Statement 5

CEO/Managing Director’s Statement 6

Strategies Framework (Mission, Vision and Core Values) 7-10

Board and Executive Management 11-12

Value Add Proposition 13

Environmental Assessment (SWOT) 14

Strategic Themes and Goals 15-16

Objectives, Measures, Targets and Initiatives 17-21

Growth Strategy Road Maps 22

Table of Contents

Consistent with the NAC modernisation program the Company will continue to re-fleet its safety critical infrastructure, plant and equipment.


Page 4

The National Airports Corporation (NAC) of Papua New Guinea is the mandated organisation under Civil Aviation Rule (CAR) Part 139 to provide safe and secure airport infrastructure and terminal facilities in Papua New Guinea that meets International Civil Aviation Organisation (ICAO) standards. We are a member of the Transport Industry in PNG providing airport service within the aviation industry. Under the Government’s National Transport Strategy and the accompanying 5 Year Medium Term Development Plan, NAC is responsible for the successful implementation of objectives that are applicable to the aviation sector and in particular the airports operations. The long term NAC 2030 Growth Strategy has therefore incorporated certain key components of the National Transport Strategy as cascaded objectives as major themes of the airport services improvement strategy.

Our Preamble


Newly built Kagamuga Airport Terminal Building, Western Highlands Province — Project managed by CADIP, co-Funded by ADB and the GoPNG

Page 5

Our Safety Policy

The National Airports Corporation Limited is committed to developing, implementing and continually improving its strategies and processes to ensure that all our activities achieve the highest level of safety to meet or exceed national and international safety standards.

This Safety Policy Statement defines NAC’s Safety culture, which is communicated to all per-sonnel and stakeholders and becomes the foundation of our Safety Management Systems (SMS). Employees, Contractors, Visitors , Volunteers and any other third parties who access areas under our control are required to accept our safety objectives . The health and safe-ty of our people is of significant importance and we have a duty of care for each other.

National Airports Corporation Ltd is committed to:

¨ Management taking the responsibility for safety risk management by providing the

necessary resources to achieve the effective operations of our Safety Management

System across all activities

¨ Creating an airport wide safety culture where safety is a core value

¨ Ensuring that no business activities are conducted in a manner that compromises safety.

¨ Operating a Hazard Reporting System to eliminate and mitigate safety risks

¨ Ensuring all employees have the necessary qualifications, training, information, instruction, resources and the right leadership to meet safety requirements

¨ Consistently training employees to understand the importance of safety and to recognise, report and address safety hazards

¨ Encouraging open reporting of any safety related incidents or information by operating a Just Culture where are not punished for reporting a safety issue unless due to gross negligence or a deliberate violation or act.

¨ All employees taking responsibility for all aspects of safety as a fundamental part of their role

¨ Continuously improving safety at the Airport through monitoring, measurement and review.


Page 6

Minister’s Statement

As the Minister for Civil Aviation under the O’Neil/Dion Government I am pleased to report that aviation in PNG has come a long way despite having its own challenges. The challenges has also come with opportunities which I would like to think that with the growth in global and regional aviation not slowing down the indications are very promising for the future of aviation in Papua New Guinea and the region.

I therefore to endorse the National Airports Corporation’s 2030 Growth Strategy which captures key development and Community Service Responsibility Obligations (CSR) that NAC is required to also attend to apart from its regulatory compliance standards. From the perspective of the Shareholder the entity has played and will continue to play a key role in delivering a number of key outcomes consistent with government development priorities as listed below:

¨ NAC’s alignment to the National Transport Strategy, performance and reporting ¨ Corporate Governance and compliance to legislative requirements ¨ Institutional strengthening and sustainability ¨ People management challenges and staff welfare ¨ Commercialisation and sustainability for the organisation

¨ Getting the best value from CADIP in the industry ¨ Improvement airport Security and Safety for users ¨ Outreach and collaboration with rural airstrips where the bulk of the population are. ¨ Rural Hub concept to be explored to better serve the airline operators ¨ Grow the volumes and support rural airstrip to participate in the greater market

¨ Continue its expansion of PMIA as a hub

It gives me confidence to conclude that NAC is now in a position to lift its game and take its position as a major player in the aviation industry. It must now start considering the aspect of sustainability rather than dependability on the Government. The focus of the Board and the Management of NAC should now be on sustainability through commercial viability.

Hon. Steven Davis

Minister for Civil Aviation

It must begin to venture into commercialisation and profitability considerations of its operations as a company to support its mandated CSR and importantly compliance requirements. I am confident the current Board and Management will deliver to both the shareholder and the travelling public including those in the rural sector.

As the Minister responsible for this entity I fully endorse the NAC 2030 Growth Strategy as having the longer term focus. This strategy in my view is a well balanced approach addressing the organisation from a holistic perspective to delivering on its mandated responsibilities. NAC must proceed to develop its 5 Year Operational Plan to ensure consistent progress is realized on annual basis.


Page 7

NAC has been carrying out major airports infrastructure and facilities improvement projects working closely with its strategic development partners in ADB through the CADIP Program, the Government of Japan through JICA and the Government of Aus-tralia through the Transport Sector Support Program (TSSP) since its inception. As the shareholder the Government of PNG also plays a pivotal role in the on-going upgrade and improvement of the 22 airports in Pa-pua New Guinea.

The Board of NAC Limited has approved the 2030 Growth Strategy as the pathway to meeting both the short and the long term objectives of the shareholder and in gen-eral the aviation sector in Papua New Guin-ea and the region. NAC is committed to operating a highly compliant organisa-tion that ensures the highest standard of safety, security and convenience of the travelling public and airline operators.

NAC’s overall strategy towards building and improving airport infrastructure and facilities, airport security and safety, automation and integration of airport management systems and developing the workforce at every level for sustained development remains the priority focus areas of the Board and Management in the coming years.

This corporate plan and the ensuing objectives have been made possible through a very competent Board comprising of highly experienced professionals and a very experienced Top Management Team. This document now paves the way for Management to develop its 5 year Operational Plan to ensure it is travelling in the right direction to realize its 2030 growth objectives on a consistent basis

As the Chairman I am very confident that NAC is better prepared this time around to fulfil its mission and achieve its vision to operate 15 smart airports by 2030.

Reuben Aila - Chairman


Chairman’s Statement

To all Customers, Stakeholders and Employees of National Airports Corporation Limited (NAC).

Since the inception of the NAC which commenced operation as an airport operator in January 1st 2008, it is pleasing to note some of the significant milestones the company has achieved operating as a registered company in the last 8 years.

It is now operating and delivering services as intended by the International Civil Aviation Organisation (ICAO) and under the CAR Part 139 and related international conventions.

Page 8

Richard Yopo CEO/Managing Director

Since its inception the National Airports Corporation (NAC), the mandated authority for CAR Part 139, has come a long way working through both global and domestic challenges. Passenger movements both domestically and regionally have experienced steady growth providing continuous challenges for the organisation. Our contribution to the aviation and the transportation industry in general has been consistent and significant and this trend will continue to gain momentum in the coming years as IATA has forecasted significant growth in passenger movement for the region.

National Airports Corporation Growth Strategy 2030

CEO/Managing Director’s Statement

Connect and Empower the Population

¨ Develop partnerships with the Rural Airstrip Agency to create accessibility and economic opportunities for the rural population

¨ Expand the Hub & Spokes Concept to other identified centres

Sustain the Business

¨ Employee welfare and Human Resources Capability Development

¨ Improve and strengthen Financial position

¨ Develop our data collection and reporting capabilities—Business Intelligence.

¨ Introduce process efficiencies through Automation and integration

¨ Improve number of Certified airports

¨ Build and improve NAC’s SMS Culture and Practice capabilities under CAR Part 100

In their usual 20 Year Passenger Growth Forecast put out by IATA the Asia Pacific Region will experience the second highest passenger volumes by 2035. This forecast equates to a 4.7% growth or 1.8 billion passengers. This information provides both promises and challenges.

As the mandated airport operator strategically located in the Pacific, NAC’s operations has to be transformed quite significantly in order to meaningfully participate in the regional and global aviation growth. The NAC 2030 Growth Strategy therefore takes into account the present challenges as well as taking the steps

Grow and Modernise the Business

¨ Develop and improve airport infrastructure, terminal facilities and system

¨ Concession of Port Moresby International Airport (PMIA) under the Private Public Partnership (PPP) initiative of the Government of PNG.

¨ Airport City Concept Development at Nadzab coupled with developing Nadzab as the ‘multi-model transport hub expanding the Hub & Spokes Concept

¨ Maximize the use of assets to optimal levels for high returns on investment

¨ Identify all aerodrome land assets and invest in their development to support the growth strategy

The ADB and the GoPNG have been co-funding the major airport upgrade which cover construction of new Terminal buildings, runway extensions and pavement strengthening, upgrading of navigational aids and workforce capacity building across the country. ADB alone has committed a total of K1.8 to K2 Billion through the CADIP program in the last 7 years. And this significant trend of investment from ADB is still continuing and will be carried out in 3 stages. NAC is committed to ensuring these investments translate into tangible results with maximum returns for the country and for aviation as a whole.

Our key strategies are listed below as we take the journey to 2030;

Page 9

Our Mission Statement

NAC Staff at Nadzab airport working late at night to repair a damaged runway. NAC is committed to developing an organisation that has the right people (skills and knowledge), equipping them with

the right resources (tools) and cultivating the right behavioural competencies to compliment and effectively deliver and execute our growth strategy.


The mission of the National Airports Corporation (NAC) of PNG under Civil Aviation Rule Part 139 is to provide safe and secure airports including airport in-frastructure and terminal facilities that meets International Civil Aviation Or-ganisational (ICAO) standards for safe and secure airports. By achieving this mis-sion we will be supporting the growth of aviation and air transport in PNG which has a direct impact on the economic enhancement and prosperity of the nation.

Commentary As the mandated airport operator NAC is committed to providing international ICAO standards airports consistent with the requirements of the CAR Part 139 Certification.

To fulfil our mission we will endeavour to ensure:

(1) All airport terminal facilities and infrastructure are operational and meets the minimum international standards for Aviation Safety and Security.

(2) Our airports are safe, secure and able to provide integrated and efficient passenger processing facilities that are convenient, seamless and cost effective.

(3) Our facilities and services ensure airline operators are able to operate economically and safely into all airports.

(4) We are committed to enhancing economic prosperity across PNG by connecting the rural population to major hub centres, creating access for local produce to reach markets and providing the avenues for our people to reach economic independence.

(5) NAC is able to absorb and contribute meaningfully to the growth of aviation and air transport industry in the country and the region

Page 10

NAC’s vision is that, “By 2030 we are operating 15 Smart Airports.”

Destination Statement

By 2030 our highly trained and committed workforce are operating state of the art and very modern airports that ensures the highest standards of aviation safety. security and seamless processing of aircraft and passenger traffic.

Commentary By 2030 a maximum of 15 of all airports under NAC are compliant to the minimum ICAO Recommended Standards and Practices (SARPs) for airport operations under CAR Part 139. We are enhancing our collaborative partnerships with aviation stakeholders and developing partners in providing globally accepted standards in airport terminal buildings and infrastructure, Safe, clean and Secure airport environments, runway lengths and runway pavement strengths that meets recommended specifications and are satisfactory to airline operators.

All these are supported by a highly skilled and highly committed workforce implementing cutting edge integrated Airport Management System (AMS) that further enhances safe, secure and efficient processing of aircrafts and passengers.

New Goroka Airport Terminal Building will complement the recently upgraded runway and perimeter fencing project at Goroka. Project is managed by CADIP and co-funded by ADB and the GoPNG. The GoPNG is committed to improving accessibility and connectivity for our people, especially those in the rural areas giving them access to markets for their produce.

Our Vision Statement


Page 11

1. Innovative and Creative We are a professional organisation regulated and measured by international ICAO standards in aviation as regulated and enforced by CASA PNG. We commit to the processes of continuous improvement and actively encourage and expect our people to come up with innovative and creative initiatives to bring about positive change to better our performance and meet our compliance requirements.

2. Customer Focused We define excellent service as - Convenient, Reliable and Affordable in a safe and secure environment. These key areas defines and characterizes our service philosophy which makes good business sense and adds great value for our customers and other aviation stakeholders. We will deliver on our service philosophy by ensuring that;

¨ Our operating environment and airport terminal facilities is clean, neat and in good hygienic state at all times;

¨ Our customers are experiencing prompt, courteous service that is delightful, seamless.

¨ Our airports are known for their high level of convenience and safety in a highly secure environment

3. Honesty & Integrity

We remain committed to setting high ethical work standards of governance and ethical standards in both our internal processes and external dealings. We will first of all and collectively ensure we lead the way in demonstrating these high standards ourselves.

In pursuit of its objectives, NAC will abide by the following values and behaviours

Our Corporate Values

We maintain zero tolerance attitude towards unethical conduct such as nepotism, biasness, discrimination, harassment, unfairness, dishonesty, deliberate theft and fraud. We will apply the necessary steps to mitigate and remove all such behaviours from the Company.

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Page 12

4. Courageous & Tenacity We are bold and courageous in attempting new and better ways to achieve our objectives for creating a great organisation.

We are committed to taking bold decisions that will enhance and improve the position of National Airports Corporation as a very successful and leading state own enterprise in PNG.

Our Corporate Values

5. Responsible & Accountable

We are a professional unit working as a team with accountabilities and responsibilities for providing safe, secure and compliant airports that meets international ICAO and CASA PNG standards. We will collectively demonstrate this by:

¨ Demonstrating a high level of engagement.

¨ Delivering on out KPIs as agreed and within the time agreed.

¨ Improving on being effective both as an individual and as a team

¨ We will actively seek to improve productivity and reduce wastage

¨ Reporting all incidences and near misses to have them addressed

¨ We will activity take the steps to address all CANs in a timely manner

¨ We will actively work with our stakeholders and development partners to raise the standards of our airports to international standards.

We will actively remove any obstacles and counter-productive processes, sections or individuals that hinders the process of the organization.

6. Health & Safety

We are part of the greater aviation network governed and measured by international standards set by the ICAO.

We will therefore understand that as the CAR Part 139 Certificate holder we are responsible for the health, security and safety of operators, passengers, aircrafts and all other stakeholder that use air travel and using our facilities.

We commit to proactively ensuring a safe operating environment by identifying and reporting all hazardous situations, unsafe work practices or behaviours, all safety incidents and participate in all corrective actions to be undertaken as directed by the company.

Air Niugini Q400 Aircraft at Madang Airport

In pursuit of its objectives, NAC will abide by the following values and behaviours


Page 13

Board of Directors

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Page 11 National Airports Corporation 2030 Growth Strategy

Page 14

Gebo Henao General Manager Engineering Services

Romata Geno Company Secretary

Mulai Ninihili-Vui General Manager Human Resources

Mark Sahin General Manager Regional Airports

Vilimoni Caucau General Manager POM Int’l Airport

Wayne Manoka General Manager Commercial

Jacob Anga General Manager Finance

Manuai Kametan Program Director CADIP

Richard Yopo CEO/Managing Director

Executive Management

Page 12

Brigid Sikani General Manager SARC


Page 15

We have a very clear mandate to provide international (ICAO) standards for safety and security in all our airports further improving travelling public and operator experience when using air travel.

We therefore promise to make available;

¨ Very safe, secure and clean airport environment

¨ Airports runway and terminal facilities that meets minimum ICAO/CASA standards

¨ Very efficient and effective aircraft processing

¨ Very efficient and convenient customer experience

¨ Very modern state of the art airport infrastructure and facilities

¨ Commercially viable options for our business partners

Our Value Add Proposition

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Modern Terminal Facilities at Port

Moresby International Airport


Page 16

The National Airports Corporation (NAC) was created and registered in 2008 as a separate company out of the former Civil Aviation Authority of PNG. NAC is the mandated organisation responsible for providing safe and secure airports that meets International (ICAO) standards for airports under the CAR Part 139.

A total of 22 airports throughout PNG including the Port Moresby International Airport (PMIA), Jacksons Port Moresby comes under the jurisdiction of NAC. The challenges includes aging airport terminal buildings and facilities with an aging workforce. Successive Management has done very little about building internal capacity and capabilities for the for sustainable growth of the organisation. There exists a significant number of outstanding people issues since the inception of the company.

Our Operating Environment

Enablers Internally: The new Board and Management of NAC is better placed now than in the past giving it a renewed focus and energy to lift its performance and maximize its contribution to aviation and the transportation industry as a whole in PNG and the region.

NAC’s strong and healthy partnerships with our development partners – ADB (CADIP), JICA, and the Government of PNG have all been a major factor in the steady and progressive growth of NAC as a company.

Regional Forecast: The International Air Transport Association (IATA) has predict-ed a global growth of 7.2 billion passengers in air travel in 2035, a near doubling of the 3.8 billion air travellers in 2016.

IATA has also forecasted that routes to, from and within the Asia-Pacific region will experience the second-highest passenger movement of an extra 1.8 billion by 2035, an annual average growth rate of 4.7% - The Middle East being the leader with 4.8% growth. Source: http://www.iata.org/pressroom/pr/Pages/2016-10-18-02.aspx This data presents both challenges and opportunities for NAC as an airport operator strategically situated in the region.

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Challenges NAC’s challenges as highlighted in the 2030 strat-egies include:

¨ Airport infrastructure and facilities

improvement and development in the 21 other regional airports

¨ Working with the Rural Airstrips Agency to rehabilitate all rural airports

¨ PMIA Concession under the National Government’s Private Public Partnership Policy

¨ Transform Nadzab into a national aviation hub inline with Nadzab City Development Plan funded by JICA.

¨ Relocate NAC Head Quarters to Nadzab

¨ Build workforce capability to sustain the 2030 strategy

¨ Improve NAC’s financial position through various Commercial endeavours

¨ Improve Business Awareness through data collection and reporting

¨ Maximize the gains for Papua New Guinea with the expected growth in aviation in the region.

¨ Better utilization of unused Aerodrome Land (Landside) associated with all 22 airports.


Page 17

Major cross-cutting themes running through the organisation and identified as the success Pillars of this Growth Strategy are as listed.

Strategic Partnering Our development partners like ADB, JICA, the commercial banks and the Government of PNG are important to us and play a strategic role in the development of our airports. These strategic partnerships are transforming our airports to international standards and building internal capacities and capabilities for the sustainable future of the organisation. Consequently we are accorded an increasing level of trust and confidence from airline operators, regulators and Gov-ernments of both PNG and other States whose citizens fly into Papua New Guinea and use our airports.

Good Governance

We are committed to the highest standard of compliance to all prevailing statutory standards and regulatory requirements such as the Civil Aviation Rule Part 139 as set by the international aviation body— ICAO and CASA PNG. We are transparent and accountable with our processes in relation to financial management, procurement processes, employment practice and decision making. The company holds its AGM consistently and have a Non-Qualified Audit Report on annual basis.

Operational Excellence

All key airport terminal buildings, equipment and facilities are operational and available 24/7 ensuring seamless and efficient processing of aircraft and passenger traffic in a safe and secure airport environment. Our internal policies and processes are automated and integrated leading to improved reliability and effectiveness.

Strategic Themes

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Page 18

Overarching Strategic Goals

Themes Goals (What we are aiming to achieve)

Operational Excellence

By 2030 our engaged staff are implementing modern Airport Management Systems and processes that are consistently meeting safety targets offering greater reliability and assurance to our customers.

Commentary All key airport terminal buildings, equipment and facilities are operational and available 24/7 ensuring seamless and efficient processing of aircraft and passenger traffic in a safe and secure airport environment. Our internal policies and processes are automated and integrated leading to improved reliability and effectiveness

Partnering Excellence

Our partnerships are bearing tangible outcomes and making positive contributions and sharing relevant business and industry information to ensure a win-win outcomes for all stakeholders.

Commentary Our development partners like ADB - CADIP, JICA, the commercial banks and the Provincial and National Government of PNG are all important to us and play a strategic role in the development of our airports. These strategic partnerships are transforming our airports to international standards and building internal capacities and capabilities for the sustainable future of the organisation. Consequently we are accorded an increasing level of trust and confidence from airline operators, regulators and Governments of both PNG and other States whose citizens fly into Papua New Guinea and use our airports,

Good Governance

We are a model Organisation for good governance in PNG.

Commentary We are committed to the highest standard of compliance to all prevailing statutory standards and regulatory requirements such as the Civil Aviation Rule Part 139 and 140 as set by the ICAO and CASA PNG. We are transparent and accountable with our processes in relation to financial management, procurement processes, employment practice and decision making.

The company holds its AGM consistently every year and have a Non-Qualified Audit Report on annual basis.

For each strategic theme/Pillar we have set High Level overarching Goal we are working towards achieving.


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ork

forc

e t

rain

ed

on

SM

S a

nd

Risk

Ma

na

ge

me

nt

¨

50%

of

wo

rkfo

rce

tr

ain

ed

by

2nd

QTR

4

- 20

19

¨

Ca

pa

city

Bu

ildin

g in

Sa

fety

, R

isk

an

d C

om

plia

nc

e

Safe

ty a

nd

Co

mp

lian

ce

Ac

co

un

tab

ilitie

s


Page 21

Stra

teg

ic O

bje

ctiv

es

(MBO

) Pe

rform

anc

e M

ea

sure

s (K

PI)

Perfo

rma

nce

Ta

rge

ts

(Thr

esh

old

) St

rate

gic

Imp

ac

t Pro

jec

ts

(Ini

tiativ

es)

Imp

rove

NA

C’s

Fin

an

cia

l

Po

sitio

n

¨

He

alth

Ba

lan

ce

d S

he

et

(Mo

nth

ly P

&L

Re

po

rt)

¨

Ban

k O

D n

o lo

ng

er u

sed

to

se

rvic

e lo

an

¨

Re

du

ctio

n in

co

st t

o In

co

me

R

atio

n

¨

K100

m C

ash

Ho

ldin

g in

Ba

nk

by

en

d o

f QTR

4 -

201

7

¨

Zero

OD

Fa

cili

ty b

y e

nd

of

QTR

4 2

017

¨

Ho

ld a

t 57

/43%

by

QTR

4 -

20

17

¨

Re

vie

w a

ero

na

utic

al c

ha

rge

s a

nd

div

ers

ify re

ven

ue

str

ea

m

¨

Co

st t

o In

co

me

Ra

tio M

an

ag

e-

me

nt

Stra

teg

y

Imp

rove

an

d d

ive

rsify

Fi

na

nc

ial R

eve

nu

e S

tre

am

s ¨

In

cre

ase

reve

nu

e g

en

era

ted

b

y n

on

-ae

ron

au

tica

l da

ta

¨

30%

of t

ota

l re

ven

ue

by

QTR

4

- 20

18

¨

Ae

rod

rom

e C

ar P

ark

Ch

arg

es

¨

Imp

rove

reta

il fa

cili

ties

¨

Gre

en

field

de

velo

pm

en

t th

rou

gh

AIL

¨

Imp

lem

en

t PP

P o

ptio

n s

tart

ing

w

ith P

MIA

¨

Na

dza

b C

ity D

eve

lop

me

nt/

Re

loc

atio

n

Imp

rove

Co

mm

erc

ial

Disc

iplin

e

¨

Mo

nth

ly R

eve

nu

e re

sulti

ng

fr

om

ne

w b

usin

ess

¨

10

% A

dd

itio

na

l Re

ven

ue

by

en

d o

f QTR

4 -

201

8 ¨

N

ew

loo

k C

om

me

rcia

l Str

uc

ture

a

nd

Te

am

Fin

an

ce

an

d C

om

me

rcia

l Ac

co

un

tab

ilitie

s


Page 22

Stra

teg

ic O

bje

ctiv

es

(MBO

) Pe

rform

anc

e M

ea

sure

s (K

PI)

Perfo

rma

nce

Ta

rge

ts

(Thr

esh

old

)

Stra

teg

ic Im

pa

ct P

roje

cts

(Ini

tiativ

es)

Imp

rove

Bu

sine

ss In

tellig

en

ce

an

d

Aw

are

ne

ss

¨

On

tim

e c

om

pre

he

nsiv

e R

ep

ort

s o

n

safe

ty a

nd

risk

inc

ide

nts

¨

Da

ily S

itua

tion

Re

po

rt (

SITR

EP)

on

sta

-tu

s o

f op

era

tion

s

¨

Up

da

ted

SO

P M

an

ua

l fo

r all

sec

tion

s a

nd

fun

ctio

ns

¨

100%

of a

ll in

cid

en

ts g

et

rep

ort

ed

¨

100%

su

cc

ess

of

da

ily

SITR

EP t

o

MA

NC

OM

¨

SOP

Ma

nu

al f

or a

ll ke

y p

osit

ion

s a

vaila

ble

by

QTR

4 2

018

¨

Intr

od

uc

e s

uita

ble

ED

P o

r SA

P Sy

ste

m

¨

QA

/SM

S IS

O C

ert

ific

atio

n

¨

Sou

rce

s su

itab

le t

ale

nts

Imp

rove

Bu

sine

ss P

erf

orm

an

ce

Re

po

rtin

g

¨

Ac

cu

rate

an

d T

ime

ly re

po

rts

on

pe

r-fo

rma

nc

e d

ata

to

Tra

nsp

ort

D

ep

art

-m

en

t

¨

Ac

cu

rate

an

d T

ime

ly P

erf

orm

an

ce

R

ep

ort

to

NA

C B

oa

rd a

nd

M

an

ag

em

en

t

¨

100%

On

-Tim

e a

ll th

e

Tim

e

¨

100%

On

-Tim

e a

ll th

e

time

¨

Imp

rove

Pro

ce

ss

Au

tom

atio

n a

nd

In

teg

ratio

n

¨

Esta

blis

h N

AC

Intr

an

et

Imp

rove

IT S

yste

m P

erf

orm

an

ce

a

nd

Re

liab

ility

¨

Bo

ard

en

do

rse

d N

AC

Re

du

nd

an

-c

y a

nd

Disa

ste

r Re

co

very

Pla

n

¨

Pla

n re

ad

y b

y e

nd

of

QTR

2—

201

8 ¨

D

eve

lop

NA

C IT

Disa

ste

r R

ec

ove

ry P

ac

kag

e

Imp

rove

Ac

co

un

tab

ility

th

rou

gh

ou

t th

e o

rga

nisa

tion

¨

Bo

ard

en

do

rse

s re

vise

d N

AC

Org

St

ruc

ture

¨

Ca

sca

de

d K

PIs

de

velo

pe

d fo

r e

ac

h K

ey

Ro

le

¨

By e

nd

of Q

TR 4

- 2

017

¨

KPIs

by

en

d o

f QTR

2 -

20

18

¨

Co

mp

an

y w

ide

Re

stru

ctu

re

¨

NA

C P

erf

orm

an

ce

M

an

ag

em

en

t Pr

og

ram

Inte

rna

l Pro

ce

ss a

nd

Eff

icie

nc

y A

cc

ou

nta

bili

ties


Page 23

Stra

teg

ic O

bje

ctiv

es

(MBO

) Pe

rform

anc

e M

ea

sure

s (K

PI)

Perfo

rma

nce

Ta

rge

ts

(Thr

esh

old

) St

rate

gic

Imp

ac

t Pr

oje

cts

(I

nitia

tive

s)

Imp

rove

NA

C C

orp

ora

te C

ultu

re

¨

On

Org

an

isatio

na

l He

alth

Su

rve

y

Re

po

rt

¨

70%

Am

be

r R

atin

g

¨

An

nu

al E

mp

loye

e

Eng

ag

em

en

t Su

rve

y

Imp

rove

Pe

rfo

rma

nc

e

Me

asu

rem

en

t Pr

ac

tice

¨

Bo

ard

/Ma

nC

om

en

do

rse

s N

AC

Perf

orm

an

ce

Me

asu

rem

en

t Sy

ste

m

¨

All

Tie

r 1 a

nd

2 H

ave

KP

Is b

y e

nd

of Q

TR 2

20

18

¨

NA

C’s

Inte

gra

ted

Pe

rfo

rma

nc

e M

ea

sure

me

nt

Syst

em

Imp

rove

Wo

rkfo

rce

Ca

pa

bili

ties

¨

On

line

TN

A R

ep

ort

¨

N

um

be

r of Q

ua

lifie

d

Pers

on

s a

ga

inst

p

osit

ion

s

¨

NA

C C

orp

ora

te

Tr

ain

ing

Pla

n

¨

Sou

rce

s a

nd

En

ga

ge

On

-lin

e

TNA

pro

gra

m

Imp

rove

Em

plo

yme

nt

Co

nd

itio

ns

¨

Boa

rd A

pp

rove

d N

AC

Re

vise

d

Sala

ry S

tru

ctu

re

¨

Imp

rove

d C

on

diti

on

s Im

ple

me

nte

d b

y Q

TR 4

-

2017

¨

NA

C p

art

icip

ate

s in

th

e H

ay

Sala

ries

an

d R

em

un

era

tion

A

nn

ua

l Su

rve

y

Ma

xim

ise U

se o

f A

pp

rop

riate

Te

ch

no

log

y ¨

In

teg

rate

d H

R a

nd

Pa

yro

ll Sy

ste

m

un

de

r Te

ch

-1

¨

All

NA

C A

sse

ts R

eg

iste

red

on

to T

-1

¨

By e

nd

of Q

TR 4

- 2

017

¨

By e

nd

of Q

TR 4

- 2

017

¨

Sou

rce

an

d R

ec

ruit

Tec

h-1

M

ast

er U

ser i

nto

NA

C

Peo

ple

, Cu

lture

an

d R

eso

urc

es

Ac

co

un

tab

ilitie

s


Page 24

Cu

sto

me

r &

Sta

keh

old

er

Pers

pe

ctiv

e

Im

pro

ve C

ust

om

er &

Sta

keh

old

er S

atis

fac

tion

Sma

rt A

irpo

rts

Safe

ty &

C

om

plia

nc

e

Pers

pe

ctiv

e

Imp

rove

Sa

fety

& S

ec

urit

y

SMS

& P

olic

e T

rain

ing

Im

pro

ve C

ert

ific

atio

n R

atio

Re

vive

SA

RC

& R

SGG

Fin

an

cia

l &

Co

mm

erc

ial

Pers

pe

ctiv

e

Imp

rove

Infr

ast

ruc

ture

/Fa

cili

ties

D

eve

lop

me

nt

Part

ne

rs

Imp

rove

Fin

an

cia

l Po

sitio

n

M

an

ag

e C

ost

to

Re

ven

ue

Ra

tio

C

on

ce

ssio

n P

MIA

an

d R

elo

ca

te H

Q t

o N

AD

ZAB

Imp

rove

Re

ven

ue

De

velo

p N

ew

Bu

sine

ss—

Gre

en

Fie

ld w

ith A

IL

Inte

rna

l

Busi

ne

ss

Pr

oc

ess

Imp

rove

Bu

sine

ss A

wa

ren

ess

(BI

)

Au

tom

ate

& In

teg

rate

ICT

with

Airp

ort

Sys

tem

s

Imp

rove

Inte

rna

l Pro

ce

ss

O

rga

nisa

tion

al R

evi

ew

& R

est

ruc

ture

Peo

ple

,

Cu

lture

a

nd

R

eso

urc

es

C

ap

ab

ility

De

velo

pm

en

t

Tr

ain

ing

Ne

ed

s A

sse

ssm

en

t &

NA

C T

rain

ing

Pla

n

R

em

un

era

tion

Pra

ctic

e

Sa

lary

Be

nc

hm

ark

Su

rve

y &

Co

mp

etit

ive

Co

nd

itio

ns

Pe

op

le &

Cu

lture

In

teg

rate

d H

R P

olic

y; C

lea

r Co

re V

alu

es

Co

de

of

Co

nd

uc

t G

uid

elin

es;

Ma

xim

ise P

PP P

rog

ram

Na

tiona

l Airp

ort

s C

orp

ora

tion

Mis

sio

n, V

isio

n a

nd C

ore

Va

lue

s

Op

era

tiona

l Exc

elle

nce

G

ove

rna

nce

St

rate

gic

Pa

rtne

ring

Na

tiona

l Airp

ort

s G

row

th S

tra

teg

y 20

30

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Page 25

From Left to Right: Richard Yopo - CEO/MD National Airports Corporation, Rob Collins - Chairman, CASA

PNG; Wilson Sagati - Director CASA PNG


�ƐŝĂŶ��ĞǀĞůŽƉŵĞŶƚ��ĂŶŬ

Japan International Cooperation Agency

Government of Papua New Guinea

Tourism Promotion Authority of PNG

CASA PNG

PNG Air Services Ltd

Rural Airstrips Agency

.H\�3DUWQHUV

PNG Customs

NAQIA

National Weather Service

Royal PNG Constabulary

Page 26


We serve a wider network of both domestic and international operators and travellers. We are expected to perform at international standards.

Page 27


We are in the transportation industry contributing to nation building by connecting and empowering our people for improved mobility and

access to opportunities for self development and enhancement.

Page 28


National Airports Corporation

PO Box 684, Boroko, NCD

Papua New Guinea

Tel: (675) 3244847; Fax: (675) 3250807; Website: www.nac.com.pg

FB Page: National Airports Corporation - Papua New Guinea

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