Appendix 1: Board memberships, meetings and committees
The Audit and Risk Committee assists the Board in maintaining objective and reliable financial and performance reporting, and effective systems for risk management and internal control. It helps the Board ensure that Airservices complies with all relevant legislative and other regulatory obligations. These include obligations under the Air Services Act 1995 (Cth) and the Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act). The committee has at least four members, all of whom must be independent non-executive Board members.
The Safety Committee assists the Board to ensure that we meet our operational safety, and work, health and safety obligations. It also monitors organisational preparedness to counter security threats. The committee has at least four non‑executive Board members, plus the Chair and Chief Executive Officer (CEO), both of whom are ex‑officio committee members.
The Technology and Investment Committee assists the Board in overseeing our technology, systems engineering and information technology (IT) strategies and policies. It also oversees the strategic direction and policies of business systems, operational technology and IT security, and monitors development and delivery of our capital investment program. The committee has up to three non‑executive Board members, plus the Chair and CEO, both of whom are ex-officio committee members.
The Remuneration and Human Resources Committee assists the Board in reviewing the performance, remuneration and succession plans for the CEO and those who report to him. It also considers other human resources issues. The committee has three non-executive Board members, plus the Chair and CEO, both of whom are ex-officio committee members.
The following pages include membership information for each Board committee.
Table 1 provides details of Board and Board committee meetings, including members’ roles and attendance for 2017–18.
Members of the Board and their terms of appointment
1 July 2017 to 30 June 2018
John Weber has been a member of the Airservices Board since April 2017 and was appointed as Chairman on 3 June 2018.
Mr Weber was the Australian Managing Partner of DLA Piper, one of the world’s largest law firms, from 2014 to 2017. He was also a member of DLA Piper’s international executive team. Before that he was Chief Executive Partner of leading Australian law firm Minter Ellison for six years, and a member of its executive management team for 11 years.
Mr Weber has worked extensively in the transport (rail and aviation), health, financial services, and defence and security sectors for both industry and government.
Mr Weber is a Board member of the Western Sydney Airport Corporation, Director of the global advisory board of Elevate Services and Director of the Australian Maritime Systems Group. He also provides occasional consulting services to PricewaterhouseCoopers Legal Services.
Mr Weber is also a member of the Australian Institute of Company Directors and has extensive board experience in diverse organisations in the public, private and not-for-profit sectors including the European Australian Business Council, the Council of the Asia Society, the Australian Business and Community Network Foundation, and the Horizons Foundation.
Mr Weber holds a Bachelor of Laws from Australian National University and has attended INSEAD (France) and London Business School executive courses.
Chair, Board Safety Committee
Fiona Balfour was appointed to the Board on 3 June 2013. She is Chair of the Board Safety Committee, and a member of the Audit and Risk Committee and the Technology and Investment Committee. Her current term expires on 2 June 2020.
Mrs Balfour has significant executive experience across aviation, information and telecommunication services, distribution and logistics, and corporate governance. She has more than 17 years’ experience as a non-executive director. She has been an independent Non-Executive Director of Metcash Limited since 2010, the Australian Red Cross Blood Service since 2017 and Western Sydney Airport Co since 2017. In 2018, she also became a nominee Director of Canada’s Public Sector Pension Investment Board at Land Services South Australia.
Mrs Balfour has been an independent non-Executive member since 2002 and was formerly a Director of Geneva-based SITA SC, TAL (Dai-ichi Life) Australia Pty Limited, Salmat Limited, Councillor of Chief Executive Women, Councillor and Treasurer of Knox Grammar School and a Trustee for the National Breast Cancer Foundation.
Mrs Balfour is a fellow of Monash University and the Australian Institute of Company Directors. She holds a Master of Business Administration from Royal Melbourne Institute of Technology, a graduate Diploma in Information Management from the University of New South Wales (UNSW) and a Bachelor of Arts (Honours) from Monash University.
Chair, Remuneration and Human Resources Committee
Samantha Betzien was appointed to the Board on 4 June 2012. She is Chair of the Remuneration and Human Resources Committee and a member of the Safety Committee. Her current term expires on 3 September 2019.
Ms Betzien is a partner in the human resources and industrial relations team in Minter Ellison’s Brisbane office. She also performs the management role of staff partner at Minter Ellison. She has more than 20 years’ experience providing legal advice on all aspects of employment, industrial relations, and work health and safety, to major employers in the transport, aviation, energy and resources, and construction sectors. Her clients include a number of Queensland Government–owned corporations.
Ms Betzien is a member of the Australian Institute of Company Directors and the Safety Institute of Australia, and is on the Australian Financial Review’s (AFR) Best Lawyers list in the areas of labour law, employment, and occupational health and safety law. She was named 2014 Queensland Woman Lawyer of the Year by the Women Lawyers Association of Queensland.
Ms Betzien holds a Bachelor of Laws (Honours) from the Queensland University of Technology and a Bachelor of Arts (double major in psychology) from the University of Queensland.
Dr Marlene Kanga
Marlene Kanga was appointed to the Board on 4 September 2017. She is a member of the Board Technology and Investment Committee, the Remuneration and Human Resources Committee, and the Audit and Risk Committee. Her current term expires on 3 September 2020.
Dr Kanga has had extensive involvement in process safety engineering in the oil, gas and energy industry. She is an experienced non-executive director and is on the Board of Sydney Water Corporation and the HEARing Cooperative Research Centre. She has held board positions at Innovation and Science Australia and at Engineers Australia, where she was Chair and National President in 2013. She is President of the World Federation of Engineering Organizations, and a Director of iOmniscient Pty Ltd, which has developed artificial intelligence based on video analytics technologies.
Dr Kanga is an honorary fellow of Engineers Australia and the Institution of Chemical Engineers (UK), and a fellow of the Australian Academy of Technological Sciences and Engineering and the Australian Institute of Company Directors. Dr Kanga holds a Bachelor of Technology in Chemical Engineering from the Indian Institute of Technology in Mumbai, India; a Master of Science in Chemical Engineering from the University of London; and a PhD in business administration from Macquarie University in Sydney.
Dr Kanga has been named in the Australian Financial Review 100 Women of Influence list and among the Top 100 Most Influential Engineers in Australia. She is a Member of the Order of Australia in recognition of her leadership of the engineering profession.
David Marchant, AM
Chair, Board Technology and Investment Committee
David Marchant was appointed to the Board on 21 July 2014. He is Chair of the Board Technology and Investment Committee and a member of the Safety Committee, the Remuneration and Human Resources Committee, and the Audit and Risk Committee. His current term expires on 20 July 2019.
Mr Marchant has extensive experience in the transport industry. He is a Board Member of QR and a Non-Executive Director of QR Ltd. He is also a former Managing Director and CEO of Australian Rail Track Corporation Ltd, a former Director and Chair of the Australasian Railway Association, and a former Director of the Rail Industry Safety and Standards Board.
Past roles include Managing Director of Lend Lease Engineering and Managing Director of Lend Lease Infrastructure Services, and Director of Hunter Valley Coal Chain Coordination Company Pty Ltd. Mr Marchant is a member and graduate of the Australian Institute of Company Directors.
He was appointed a Member of the Order of Australia in 2013 for significant service to the rail industry.
John McGee was appointed to the Board on 4 September 2015. He is a member of the Board Audit and Risk Committee, the Technology and Investment Committee, and the Safety Committee. His current term expires on 3 December 2018.
Before joining the Board of Airservices, Mr McGee was Managing Director of BNY Mellon Australia Ltd for nine years, heading the Bank of New York’s corporate trust operation in Australia.
Mr McGee has also served on other boards as a non-executive director. He was Deputy Chair and Chair of the Audit and Compliance Committee of the Private Health Insurance Administrative Council (PHIAC), the regulator of all private health insurers, and a non-executive director of that body for nine years.
Other non-executive board roles have included Westpac Funds Management, where he was also Chair of the Audit and Compliance Committee, as well as Delhi Petroleum, and other companies in the financial and pharmaceutical industries.
Mr McGee has had responsible manager status on various Australian Securities and Investments Commission and Australian Prudential and Regulation Authority licences. He was also Head of Funds Management and later Chief Financial Officer for a listed life insurer.
Mr McGee holds bachelor degrees in economics and law from the University of Sydney.
Chair, Board Audit and Risk Committee
Tim Rothwell was appointed to the Board on 21 July 2014. He is Chair of the Board Audit and Risk Committee, and a member of the Remuneration and Human Resources Committee and the Technology and Investment Committee. His current term expires on 20 July 2019.
In 2013, Mr Rothwell retired as Chief Financial Officer of Brisbane Airport Corporation after 20 years with the organisation, and is now a consultant to industry. He is an adviser to the Board Audit and Risk Committee of Cross River Rail Delivery Authority, and a member of the Council of the University of the Sunshine Coast.
Mr Rothwell mentors Queensland University of Technology executive MBA students and aspiring chief financial officers through the Financial Executives Institute program. He also lectures to UNSW undergraduates studying for an aviation business degree.
He holds a Bachelor of Economics and Accounting (Honours), is a Fellow of the Institute of Chartered Accountants in Australia, and is a Member of the Financial Executives Institute and the Australian Institute of Company Directors.
Jason Harfield was appointed Chief Executive Officer on 9 March 2016 and has been a core member of the Airservices Executive Leadership Team since 2005.
Mr Harfield has more than 30 years’ experience in aviation and the air traffic management industry. He began his career with Airservices as a flight data officer in Adelaide, in 1989.
His executive leadership roles have included leading the safety and future services functions. He also led the transformation of air traffic control operations through the introduction of new services, advanced airport capacity and air traffic flow management capabilities, while reinvigorating Airservices largest operational workforce.
Before this, Jason held a number of operational management and senior management positions, including as Australia’s Head Air Traffic Controller and Australian Airspace Regulator as well as operating as a qualified operational air traffic controller.
Jason has an Executive MBA from the Melbourne Business School (Mt Eliza) and has completed the Advanced Management Program at Harvard Business School. He is also a fellow of both the Australian Institute of Company Directors and the Royal Aeronautical Society, and is a private pilot.
Air Chief Marshal Sir Angus Houston AK, AFC (Retired)
Air Chief Marshal Sir Angus Houston was appointed to the Airservices Board on 6 December 2011, and was Chair from 3 June 2012 until his term expired on 2 June 2018.
He was made a Knight of the Order of Australia in January 2015 for extraordinary and pre‑eminent achievement and merit in service to Australia, including through distinguished service in the Australian Defence Force (ADF), continued commitment to serve the nation in leadership roles, particularly relating to the Malaysian Airlines Flight 370 and MH17 disasters, and in a variety of roles in the community.
Sir Angus retired from the military in July 2011 after serving for 41 years. He was Chief of the ADF from 2005 to 2011 and before that was Chief of Air Force for four years.
He was Chair of the Anzac Centenary Advisory Board from 2011 to 2013, providing strategic advice to the Australian Government in relation to planning and implementing the commemoration of the Anzac Centenary.
Sir Angus is Chancellor for the University of the Sunshine Coast. He chairs a number of boards and also serves as a board member for numerous organisations. He is a visiting fellow of the Australian National University National Security College and the South Australian Special Envoy for International Trade and Investment. In addition, he is ambassador for or patron of a number of charitable organisations. Sir Angus has been awarded three honorary doctorates, from the University of South Australia, the Australian National University and UNSW.
Tony Mathews was appointed to the Board on 4 June 2012 and his term expired on 3 September 2017. During this time, Mr Mathews was the Deputy Chair and then Chair of the Safety Committee.
He has more than 40 years’ experience in the aviation industry, including extensive work in regional aviation as the chief pilot and general manager of a regional airline, and is a qualified transport and commercial pilot.
Mr Mathews is Chair of the Board of Advice for Mildura Private Hospital, a Director of the Mildura District Hospital Fund and a Deputy Chair of Lower Murray Water.
He has held managerial positions with Qantas Regional Airlines, served as Chair and board member of the Mildura Cooperative Fruit Company, Chair of the Murray Campaign Committee and Mildura Murray Outback Tourism, resident and Board member of the Regional Aviation Association of Australia, a board member of the Chances for Children Committee and the First Mildura Irrigation Trust. In addition, he was a Director of RCP Finance Limited.
Benefits and interests in contracts with Airservices Australia
Details of Directors’ benefits and interests in contracts with Airservices are set out in notes 4.3 and 4.4 of the financial statements.
Directors’ and officers’ indemnities and insurance
In 2017–18, we held a Directors’ and Officers’ liability insurance policy. It is a condition of this policy that the nature of the Directors’ and Officers’ indemnities and insurance, including the limits of liability and the premium payable—are not disclosed to third parties except to the extent that:
- we are required to do so by law
- the insurer consents in writing to such disclosure.
Table 1: Board and Board committee meetings, including members’ roles and attendance, 2017–18
|Safety||Audit and Risk||Remuneration and Human Resources||Technology and Investment|
|No. of meetings convened||9||6||5||4||4|
|Sir Angus Houstona,b||9||6||4||4||4|
- Chair of the Board and ex-officio member of all Board committees (excluding the Audit and Risk Committee).
- Term expired on 2 June 2018.
- Deputy Chair of the Board until 3 September 2017.
- Chair of the Safety Committee until 3 September 2017.
- Term expired on 3 September 2017.
- Deputy Chairman of the Board from 4 September 2017.
- Chairman and ex-officio member of all Board Committees (excluding the Audit and Risk Committee) from 3 June 2018.
- Chair of the Board Safety Committee from 4 September 2017.
- Chair of the Audit and Risk Committee.
- Chair of the Remuneration and Human Resources Committee.
- Chair of the Technology and Investment Committee.
- Appointed to the Board on 4 September 2017.
- CEO and ex-officio member of all Board committees (excluding the Board Audit and Risk Committee)
* Not a committee member during the relevant period.
Appendix 2: Statement of Expectations and Statement of Intent
|Statement of Expectations||Statement of Intent|
This instrument is known as the Statement of Expectations for the Board of Airservices Australia for the period 22 May 2017 to 30 June 2019.
This instrument commences on 22 May 2017 and expires at the end of 30 June 2019 as if it had been repealed by another instrument. This instrument repeals the previous Statement of Expectations for the Board of Airservices Australia for the period 1 July 2013 to 30 June 2015 and the Statement of Expectations for the Board of Airservices Australia for the period 1 July 2015 to 30 June 2017.
This instrument puts in place a new Statement of Expectations (SOE) which serves as a notice to the Board of Airservices Australia (Airservices) under section 17 of the Air Services Act 1995 (the Act).
The new SOE outlines in a formal and public way, the Government’s expectations concerning the operations and performance of Airservices.
The Airservices Board’s Statement of Intent as outlined in this section responds to each element of the Statement of Expectations* (22 May 2017 to 30 June 2019) and states our formal commitment to meeting our Minister’s expectations.
In addition, this Corporate Plan supports our Statement of Intent in response to the Statement of Expectations.
|Statement of Expectations||Statement of Intent|
Airservices should perform its functions in accordance with the Act, which requires that Airservices must regard the safety of air navigation as the most important consideration.
Airservices shall also perform its functions in accordance with the Public Governance, Performance and Accountability Act 2013 (PGPA Act) as well as other relevant legislation.
Airservices should maintain high standards of professionalism, service, probity, reporting, accountability and transparency, consistent with the provisions of the PGPA Act and have a code of conduct and values consistent with excellence in the public sector.
Airservices will continue to perform its functions of providing safe, secure, efficient and environmentally responsible services that are valued by the aviation industry on behalf of our owner, the Australian Government. In performing these functions, we will continue to adhere to our values and code of conduct, which assist us to maintain high standards of professionalism, customer service, probity, reporting, accountability and transparency.
|I expect that the Board and the Chief Executive Officer will work together to enable Airservices to operate as a world leading Air Traffic Control and Aviation Rescue and Fire Fighting Service (ARFFS) provider, backed by the requisite facilities and skilled workforce.
I also expect the Board to ensure Airservices has the necessary resources and capabilities in place to effectively assist in the delivery of the key aviation initiatives outlined below.
|The Board will make decisions consistent with its responsibilities under the Air Services Act 1995 relating to the objectives, strategies and policies to be followed by Airservices, ensuring that we perform our functions in a proper, efficient and effective manner. The Board will continue to work closely with the Chief Executive Officer to ensure that Airservices has the resources and capabilities needed to deliver world class aviation services to its customers and the community. Our 2015–2035 Workforce Strategy will ensure that we continue to invest in our workforce capability to provide an appropriately skilled workforce to deliver on our service objectives.|
|Statement of Expectations||Statement of Intent|
|Key aviation initiatives
I expect Airservices, in conducting its service provision and related roles, to:
complete the safe and effective implementation of its recent organisational change program, known as the Accelerate Program (noting the Program is scheduled for completion on 30 June 2017) and undertake a post implementation review of the Program by 30 December 2017;
|Airservices will complete the Accelerate Program by 30 June 2017. A post implementation review will be completed by 30 December 2017.|
progress implementation of a new national air traffic system under the OneSKY project including Government endorsed harmonisation initiatives with the Department of Defence (Defence);
|A harmonised civil and military air traffic management system, delivered via the OneSKY program, remains a critical priority for Airservices and we will continue to work closely with the Department of Defence.|
cooperate fully with the Civil Aviation Safety Authority (CASA) in their safety regulatory oversight of the OneSKY project;
|Airservices will continue to work very closely with CASA in relation to its role as safety regulator for civil air operations in Australia, including on key initiatives such as the OneSKY program. We will do this by proactively engaging CASA through well-established mechanisms and sharing information in an open and transparent manner.|
work with the Department of Infrastructure and Regional Development (Department), CASA and Defence in providing advice on options for enhancing the level of safety and efficiency of Australian controlled airspace including at major regional airports;
|As part of Airservices ongoing focus to improve the provision of safe and innovative services for industry, we will actively focus on identifying and supporting opportunities to enhance the level of safety and efficiency of controlled airspace in Australia, engaging with industry and working collaboratively with Government agencies through the Aviation Policy Group and other forums. We will take advantage of new technologies such as ADS-B and identify opportunities to increase the use of Class E airspace in Australia.|
work with the Department and CASA in the implementation of the agreed recommendations arising out of the ARFFS regulatory policy review;
|Airservices supports proposed changes for the provision of ARFFS that shifts the current prescriptive regulatory framework to a more risk- and outcomes-based approach. Airservices is actively supporting the Department as it progresses this work and will continue to do so, so that it can harness the service delivery and efficiency benefits that the reforms will enable.|
work with the Department and CASA in modernising airspace protection policy;
|Airservices will continue to contribute to and support initiatives that reduce risk to aircraft operations. We will work cooperatively with the Department, CASA, other Government agencies and industry to consider and implement proposals contained in the Department’s Airspace Protection Paper which seeks to modernise airspace protection regulation and identify non‑regulatory measures to enhance the safety of aircraft operations.|
assist in implementing the Government’s environmental initiatives including:
|supporting the ongoing role of the independent Aircraft Noise Ombudsman (ANO) and implementation of agreed recommendations made by the ANO;||We will continue to support the role of the ANO by:
maintaining an independent ANO office
engaging regularly with the ANO and staff
implementing agreed recommendations made by the ANO
effectively managing noise complaints through the Noise Complaints Information Service (NCIS).
|appropriate resourcing of the Noise Complaints and Information Service to continue to improve the flow and quality of information to noise affected communities;||The NCIS provides valuable information services to the community and the ANO. We will continue to appropriately resource the NCIS to ensure that it provides this service to a high standard.|
|the ongoing commitment to the Sydney Airport Long Term Operating Plan as required by Legislative Instrument F2009BOO158;||Airservices is committed to the 1997 Ministerial Direction relating to the Sydney Long Term Operating Plan to the maximum extent practicable to ensure the safe and efficient operation of Sydney Airport.|
|working with the Department and industry on issues related to environmental contamination, including Per- and Poly-fluoroalkyl substances (PFAS), where it is a result of Airservices operations;||Airservices will continue to implement our national PFAS management program, including site investigations, in response to Airservices and other organisations’ historical use of aviation fire fighting foams containing these chemicals. Airservices will also continue to work closely with Government agencies in developing a whole-of-government approach to managing PFAS.|
|providing and reporting against an annual environment work program which outlines Airservices ongoing and new initiatives in managing, monitoring and alleviating, where safe and practicable, environmental effects of aircraft operations;||Airservices will continue to produce and report against an annual environmental work plan that outlines initiatives to manage and monitor the environmental effects of aircraft operations.|
|continue the wider use of space based navigation approaches such as Required Navigation Performance, as appropriate, at Australian airports following consultation with other Government agencies, community and industry stakeholders; and||Airservices will continue to focus on delivering new and improved air traffic services, including performance-based navigation, to improve capacity and efficiency while also improving environmental outcomes.|
continue to support the Government’s safety and capability building initiatives in the Asia-Pacific region and the Memorandum of Understanding, regarding the management of Australia’s International Civil Aviation Organization responsibilities.
|Airservices will continue to support the Australian Government’s safety initiatives in the Asia-Pacific region to improve safety outcomes, primarily through working with air navigation service providers in Indonesia and Papua New Guinea to build their capability to manage greater air traffic. This includes progressing sustainable programs that deliver safe, harmonised and integrated outcomes that are aligned with their neighbouring states, including Australia.
Airservices works closely with the Department and CASA to ensure that we are executing Australia’s International Civil Aviation Organization (ICAO) responsibilities.
I expect that in performing its functions Airservices will:
undertake effective and ongoing engagement with the community, industry and Government on the development and implementation of significant changes by Airservices to air traffic and ARFFS;
|Acknowledging that our most important consideration is always the safety of air navigation, Airservices will continue to effectively consult with the community, industry and the Government throughout the development and implementation of any significant changes to our service provision.|
engage constructively in processes where it can provide information, assistance or advice for policy formulation, implementation and regulation undertaken by Government agencies, both within and outside my portfolio;
|Airservices will continue to provide information, assistance or advice to other Government agencies, including in the performance of their regulatory and policy functions.|
contribute to a coordinated approach to airport planning including appropriate participation in, and providing information to, planning coordination forums, community aviation consultation groups, and the National Airports Safeguarding Advisory Group;
|Airservices is committed to ongoing participation in the National Aviation Safeguarding Advisory Group to support a national land use planning framework that improves:
community amenity by minimising aircraft noise-sensitive developments near airports
safety outcomes by ensuring aviation safety requirements are recognised in land use planning decisions.
Airservices will also continue to engage and consult with concerned community groups through airport‑led planning coordination and consultation forums and Airservices technical noise working groups.
keep the Secretary of the Department and me fully informed of Airservices actions in relation to the requirements stated in this SOE, and promptly advise about any events or issues that may impact on the operations of Airservices, including the provision of timely quarterly reports of progress against the Corporate Plan and advice on the Accelerate Program and the OneSKY project; and
|The Airservices Board and the Chief Executive Officer will continue to keep the Department and the Minister fully informed in relation to these expectations through regular reporting, including quarterly reports of progress against the Corporate Plan.|
work closely with the Department, including the Western Sydney Unit, and other Government agencies, including the Australian Transport Safety Bureau, CASA and Defence, to deliver integrated and comprehensive safety advice to the Government, the aviation industry and the community.
|Airservices will continue to support other Government agencies in the performance of their regulatory and policy functions through the provision of timely information, assistance or advice.|
Appendix 3: Equity and diversity progress report
As a Commonwealth authority, Airservices is bound by the:
Equal Employment Opportunity (Commonwealth Authorities) Act 1987 (EEO Act)
Australian Human Rights Commission Act 1986
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Age Discrimination Act 2004.
Table 2 reports on Airservices equity and diversity program, in accordance with the requirements of section 6 of the EEO Act.
Table 2: Equity and diversity reporting
|EEO Act (section 6)||2017–18 activities|
Without limiting the generality of the definition of program in subsection 3(1), the program of a relevant authority shall provide for action to be taken:
|Our Inclusive, Healthy and Supported Workforce pillar in our People Strategy (2017–2025) reflects our commitment to having a genuinely inclusive workforce that fosters diversity. Our dedicated Inclusion and Support intranet site, available to all employees, supports our people with information about the work program and the progress of our whole-of-enterprise Diversity and Inclusion Council. It also provides the latest thinking on a range of diversity and inclusion topics, and opportunities for professional development and networking.
In addition, we embed core organisational messages about our diversity and inclusion agenda in:
staff induction, mandatory training and other development activities available to employees
communications about internal and external awareness events, conveying important messages of inclusion, support and diversity
our annual report and quarterly workforce report, which are accessible to all employees.
|Our Chief Executive Officer (CEO) and executive team hold overall responsibility for our Diversity and Inclusion Action Plan with regular reporting aligned to our Inclusive, Healthy and Supported Workforce pillar in our People Strategy.
Our Diversity and Inclusion Council, comprised of representatives from across the organisation, sets our direction for diversity, and oversees initiatives within—and progress against—our Diversity and Inclusion Action Plan. The council meets monthly, and regularly engages with the executive team about implementing the Action Plan.
Our employees are responsible for ensuring their behaviour complies with the Airservices Code of Conduct, which sets the standard for treating staff with dignity, respect, courtesy, fairness and equity at all times.
|Consulting with trade unions
|We consult with employees and their representative organisations before implementing new policies and procedures relating to employment matters. These organisations are Professionals Australia; the Communications, Electrical and Plumbing Union; Civil Air Australia, the Community and Public Sector Union; and the United Firefighters Union of Australia.
Our National Consultative Council provides a mechanism for ensuring ongoing dialogue with our employee organisations about specific employee‑related issues.
Our senior leaders regularly consult with all our employees, as appropriate, through regional site visits, group meetings, newsletters and videos. In addition, our Diversity and Inclusion Council provides a key avenue for consulting with employees about diversity and inclusion matters. Council members are representative of our broader workforce. They are supported by a Diversity and Inclusion Network, made up of employees who are active in identifying matters that should be considered when developing related initiatives.
|Consulting with employees
(i) employees of either sex
(ii) persons in designated groups
|See tables 4–9 for more information about Airservices employee diversity profile, including staff numbers by gender, demographic group and job family. In addition to capturing demographic data through our Human Resource Information Management system, we collect attitudinal data on perceptions of diversity and inclusion practices through our employee surveys.|
|Consideration of policies, examination of practices
|In 2017–18, we completed a holistic review and refresh of our people documentation to ensure that we have fit-for-purpose and contemporary processes—and supporting documents—enabling high performance through agility and flexibility. The review included an examination of the inclusiveness of our practices and policies.
Providing equal opportunities is also a key driver of our Diversity and Inclusion Council. In 2017–18, our Diversity and Inclusion Action Plan identified initiatives that were evaluated as high impact in relation to the key barriers to inclusion in our workforce. Initiatives focus on flexible work in both our rostered and nonrostered workforces; inclusive leadership; unconscious bias training; communication and awareness activities; and collecting data to ensure systemic issues are identified and addressed.
|Setting objectives and selecting indicators
(g) to set:
|To be successful over the long term, we ensure that we have the right people with the right skills in the right location at the right time, working in the right ways to deliver on our service objectives. Our People Strategy supports the development of a future‑proofed, resilient and fit-for-purpose workforce by presenting an enterprise-wide view of workforce drivers, issues and strategies that have broad and long-term significance; and a governance model for monitoring our progress. Our Diversity and Inclusion Action Plan and our Reconciliation Action Plan are deliverables under the Inclusive, Healthy and Supported Workforce pillar of our People Strategy.|
|Monitoring and evaluation
|Under the governance model for our People Strategy, we have a program of regular reporting to our Executive and Board on diversity and inclusion matters, including quantitative and qualitative indicators of progress. This includes our Diversity and Inclusion Index, a key performance indicator in our Corporate Plan.|
Enquiries and complaints
Table 3 shows the number of complaints and enquiries, including those relating to equity and diversity, for the reporting period.
Table 3: Enquiries and complaints, 2013–18
|Ethics Hotline enquiries1||3||3||2||5||8||4|
|Ethics Hotline disclosures2||17||21||16||16||12||11|
1 These relate to all enquiries received through the Ethics Hotline, including those relating to equity and diversity.
2 These relate to all formal disclosures received through the Ethics Hotline, including those relating to equity and diversity.
3 These complaints were made via the Fair Treatment Review System.
Before 2017–18, formal complaints related to those reported via the Process Review Procedure when an individual believes that an Airservices system, policy or procedure has been applied incorrectly, as well as any complaints escalated to the Employee Grievance Board. From 2017–18, formal complaints only include those presented to the Employee Grievance Board.
Progress update on diversity and inclusion activities
We are committed to having a genuinely inclusive workforce that fosters diversity and supports our workers’ physical and psychological safety. We need people of different genders—and from diverse backgrounds, cultures, and work and life experiences—in all areas of our business, to support our ability to innovate, anticipate and respond in a rapidly changing environment.
In 2017–18, we refreshed our Diversity and Inclusion Council to facilitate a collaborative, enterprise‑wide approach to diversity and inclusion in which resources, experience and skills are shared.
The Council will support sustained, well-governed implementation of diversity and inclusion initiatives, in line with our People Strategy. The key actions developed to foster an Inclusive, Healthy and Supported Workforce include:
launching a diversity and inclusion campaign
promoting flexible work
benchmarking best practices
addressing unconscious bias
collecting opinions on diversity and inclusion
introducing an inclusive teams development program
setting realistic diversity targets for key workforce segments.
To support contemporary practice and ensure our employees and leaders can access the latest thinking on diversity and inclusion, we renewed our membership with Diversity Council Australia, an independent not-for-profit peak body leading diversity and inclusion in the workplace.
Our diversity profile has remained relatively stable over the past four reporting periods.
There has been a slight increase in the percentage of Aboriginal and Torres Strait Islander People to 1.6 per cent. This includes new and existing employees who have now chosen to self-identify as Aboriginal or Torres Strait Islander People.
There was a slight decrease (from 6.5 to 6.3 per cent) in the number of people from culturally and linguistically diverse backgrounds. While the percentage of women in the workforce remained stable (16.9 per cent), there was a slight increase (from 0.8 to 0.9 per cent) in the percentage of staff reporting a disability.
A major proportion of our workforce is mature-aged, with 28.1 per cent aged 45–54 and 16.4 per cent aged 55–64.
Table 4: Representation of designated groups in the overall headcount in 2014–18
|Designated Groups*||2014–15 (%)||2015–16 (%)||2016–17 (%)||2017–18 (%)|
|People with disability||1.1||1.1||0.8||0.9|
|People from a culturally or linguistically diverse background||6.7||6.8||6.5||6.3|
* Note that disclosure is voluntary and not all staff provide equity and diversity data for these groups.
Table 5: Employees in diversity groups by job role classification, at 30 June 2018*
|Job family||Aboriginal and Torres Strait Islander||Culturally and linguistically diverse||People with disability|
|Air traffic management||9||58||12|
|Aviation rescue fire fighting||32||12||6|
|Technical and trade||4||39||5|
|Information and communications technology||2||22||0|
|Total by diversity groups||56||224||33|
|Percentage of workforce (%)||1.6||6.3||0.9|
* Personal information, as recorded in Airservices Human Resource Information System (HRIS), is treated confidentially, according to the Privacy Act 1988 (Cth).
** Consists of all job functions and roles which are required to support Airservices provision of air navigation service and ARFFS.
Table 6: Gender by job role classification, at 30 June 2018
|Job family||Female by number||Female by percentage (%)||Male by number||Male by percentage (%)|
|Air traffic management||188||14||1,152||86|
|Aviation rescue fire fighting||29||3||814||97|
|Technical and trade||17||5||301||95|
|Information and communications technology||20||19||84||81|
|Total by gender||597||17||2,937||83|
Table 7: Employee age profile, at 30 June 2018
|Age range||Under 25||25–34||35–44||45–54||55–64||65+|
|Number of employees||48||827||1,038||993||580||48|
|Percentage of employees (%)||1.4||23.4||29.4||28.1||16.4||1.4|
Table 8: Employee average retirement age, at 30 June 2018
|Average retirement age||61.1||60.9||61.9||61.0|
Table 9: Part-time workers by age bracket, at 30 June 2018
Appendix 4: Work health and safety update
This section is presented in accordance with the requirements of the Work Health and Safety Act 2011 (Cth) (WHS Act).
Work health and safety—Executive commitment
In 2017–18, the Board and executive team reiterated their ongoing commitment to work health and safety (WHS). Improvement plans were developed to address identified risks within the business. The executive team maintained its focus on reducing injuries; providing a timely response to reported occurrences and hazards; providing assurance against WHS requirements; and improving mental health and wellbeing.
Work health and safety initiatives
Significant progress has been made on integrating WHS procedures into business processes, to ensure that staff meet WHS requirements while performing their duties.
Some of the WHS core areas, including promoting and increasing hazard identification and reporting, promoting safety communications and positive WHS discussions were reinforced with staff. A major focus was implementing the Strength, Conditioning and Resilience Program in 2017–18.
We continued to focus on WHS cultural change and leadership development, implementing the WHS improvement plans in our service lines.
Our continuing implementation of actions to address findings from the 2017 independent assurance review has strengthened our processes and practices. Areas these relate to include managing asbestos, ensuring electrical safety, working in confined spaces, preventing falls (including working at heights), managing work-related travel, and remote or isolated work.
In February 2018, we implemented a new online contractor induction system. The system enables contractors to pre-qualify and induct their workers and sub-contractors before commencing work.
There has been ongoing focus on reducing the impact of workplace injuries through improved injury management and early intervention programs. In October 2017, we implemented a dedicated 24/7 injury response service to provide optimal care to employees injured in the workplace. The service triages workplace injuries, provides advice to injured employees and their managers, and arranges appropriate medical treatment.
We established a new mental health portal in early 2018. The portal provides mental health toolkits for leaders and staff members, and provides links to further mental health resources and guidance material.
Consultation and health and safety committees
The National Health and Safety Committee, our peak consultative body for WHS, met four times during the year to provide a consultative forum for issues of national significance.
Local WHS committee meetings were held in Brisbane, Sydney, Canberra and Melbourne, to consult on and resolve local WHS issues.
Four ANS maintenance and service WHS forums were held to discuss issues and to promote information-sharing specific to the technical nature of the work.
Work health and safety outcomes
WHS notifications to Comcare in 2017–18 complied with the WHS Act. WHS notifications include Serious Injury or Illness and Dangerous Occurrences as defined in the Act. Table 10 shows occurrences and hazards for the last five financial years.
The increased reporting of hazards and occurrences shows that early intervention strategies are now embedded in normal business processes. There is increasing focus on identifying and reporting on hazards. This has reduced the lost time injury frequency rate (LTIFR), compared to 2016–17.
The LTIFR is shown on page 20 of the Annual Performance Statement for the previous reporting years and the current financial year.
Workers compensation premium
The Comcare premium for 2017–18 was 0.92 per cent of payroll, compared to 1 per cent in 2016–17.1
Improvement notices and Comcare investigations
Health and safety representatives (HSRs) raised three provisional improvement notices (PINs). The first was raised in July 2017 over corrosion at the Brisbane Fire Station training ground mock-up. This notice was closed after all agreed actions were implemented.
Two PINs were raised in February 2018 over health concerns relating to diesel particulate matter at the main fire station and the satellite fire station at Brisbane Airport. Comcare affirmed these as improvement notices and closed them after all agreed actions were implemented.
Table 10: WHS occurrences and hazards, 2013–14 to 2017–18
|Reported work-related WHS occurrences and hazards||423||386||446||470||6382|
|Serious injury or illness (SII), requiring Comcare notification||6||3||3||24||35|
|Dangerous incidents requiring Comcare notification||16||17||11||116||187|
1 The 2016–17 Annual Report included an estimate of 0.90 per cent.
2 Forty-one were non–work related injuries.
3 Reported to Comcare, based on a historical claim for a cancer-related death. Comcare subsequently rejected the claim, recoding it as non–work related.
4 One reported SII was recoded as non–work related, based on further information.
5 One reported SII was recoded as non–work related, based on a pre-existing health condition.
6 Four reports were recoded to non-dangerous incidents, based on further information received.
7 Five reports were recoded to non-dangerous incidents, based on further information received.
Appendix 5: Environmental management and performance
This section meets the requirements of section 516A of the Environment Protection and Biodiversity Conservation Act 1999 (Cth) (EPBC Act). It describes:
- our environmental management approach, including key potential impacts
- our management activities that conform with principles for ecologically sustainable development (ESD).
1. Our environmental management approach, including key potential impacts
Environmental oversight and accountability
In 2017–18, the Airservices executive team and Board continued to oversee and govern environmental compliance and improvement initiatives relating to Air Navigation Services (ANS) and Aviation Rescue Fire Fighting Services (ARFFS).
In a key governance improvement, we defined and documented detailed environmental management accountabilities for senior managers. This action met specific legislative obligations and requirements and the specifications of our Environmental Management System (EMS). Our Chief Executive Officer, the executive team and our senior leaders formally accepted and signed the management accountabilities.
Our Environmental Policy (revised October 2017) describes our highest level of commitment to reducing our environmental impacts, improving our environmental performance and embedding sustainability principles.
The policy describes specific commitments for protecting and managing key environmental values and issues (including energy, water, waste and biodiversity), and focuses on achieving positive environmental outcomes for our customers, our stakeholders and the community.
Environmental Management System
We maintain and continuously improve a comprehensive EMS, which aligns with ISO14001:2015—Environmental management systems and certified at two sites (Gold Coast Airport and Canberra Airport).
Starting with the Environmental Policy, the EMS embeds a framework of hierarchical standards, procedures and controls, which set the manner by which we manage our environmental impacts, comply with regulatory obligations and achieve positive environmental outcomes.
Table 11 outlines the key potential environmental impacts arising from our activities, and the way these are managed under the EMS.
Table 11: Key environmental impacts and associated EMS control measures
|Key potential impact||Key EMS control measures||Key assurance mechanism|
|Aircraft noise and emissions impacts from flight path changes (including effects on the community, wildlife and social amenity)||Apply mandatory management standard ‘Environmental Management of Changes to Aircraft Operations’, which requires:
undertaking a targeted environmental impact and risk assessment of proposed changes
referring the issues to the Department of Environment and Energy under the EPBC Act when changes are deemed to trigger a potentially ‘significant impact’
using an iterative environmental design to minimise impacts
undertaking a social impact assessment and community consultation over the proposed changes.
The Noise Complaints and Information Service, which:
receives and responds to complaints via a dedicated call centre
investigates and actions complaints
reports complaints-related statistics to senior management.
|Internal assurance reviews and audits undertaken by:
the Safety and Assurance Group
Airservices audit function.
External reviews and audits undertaken by:
external stakeholders including the Aircraft Noise Ombudsman and the Civil Aviation Safety Authority, as required.
|Impacts from onground changes, including construction projects (such as effects on soil, water, biodiversity and cultural heritage)||Apply mandatory standard ‘Environmental Management of Changes to On-Ground Activities’, which requires:
targeted environmental impact and risk assessment of proposed changes
investigation and acquittal of all approval and permitting requirements
documentation and implementation of specific project controls (including Construction Environmental Management Plans).
Apply other subsidiary EMS standards and procedures (including the infrastructure management standard, incident management standards and chemical management procedures).
|Internal assurance reviews and audits undertaken by:
the Safety and Assurance Group
Airservices audit function
support staff from within relevant business groups.
External audits undertaken by ISO14001 auditors.
|Legacy contamination from the historic use of fire-fighting foams containing Per- and Poly-fluoroalkyl substances (PFAS)||Implement the PFAS Program Management Plan, including:
conducting site assessments to better understand the extent and level of historic PFAS residues
undertaking research and development activities to better understand PFAS and associated issues
trialling new technologies aimed at containing PFAS migration
working with relevant government authorities to develop regulatory guidance to better address these issues.
Apply Environmental Management Instructions.
Apply other subsidiary EMS standards and procedures (including incident management standards and chemical management procedures).
|Internal assurance reviews and audits undertaken by:
the Safety and Assurance Group
Airservices audit function.
External audits undertaken by ISO14001 auditors.
|Impacts of onground operational activities (including the effect on soil, water and biodiversity)||Apply mandatory management standard ‘Environmental Performance Requirements and Controls for Airservices Infrastructure’, which prescribes objectives and key controls for managing each lifecycle stage of infrastructure development (including the operational phase).
Apply environmental management instructions.
Apply other subsidiary EMS standards and procedures (including incident management standards, chemical management procedures, and weed and pest control guidelines).
|Resource use (including energy, waste and water)||Apply mandatory management standard ‘Environmental Performance Requirements and Controls for Airservices Infrastructure’, which requires incorporating resource-efficient and sustainable technologies when developing and refurbishing infrastructure.
Monitor and meter emissions, energy and fuel use through the Envizi service, to enable reporting in accordance with the National Greenhouse and Energy Reporting Act 2007 (Cth).
2. Our management activities that conform with principles for ecologically sustainable development (ESD)
We are committed to the principles for ESD that are enshrined in our Corporate Plan, Environmental Policy and EMS.
Table 12 describes our key improvements and management initiatives in 2017–18 that conform with ESD principles under the EPBC Act.
Table 12: Key activities that aligned with ESD in 2017–18
Decision-making processes should effectively integrate both long-term and short-term economic, environmental, social and equitable considerations.
|An organisational focus of 2017–18 was the integration of our safety and EMS requirements throughout business planning and decision‑making processes.
We completed a review of our flight path change management process to improve and better integrate our associated environmental and social assessment requirements. This review led to us implementing a range of actions including:
building a stronger ‘environment by design’ culture, including embedding iterative and collaborative environmental and social assessment requirements throughout the change management process
improving risk and environmental assessment methodologies, including the requirement to undertake more detailed environmental assessments for newly overflown communities, embedding risk assessments and requirements at key change stages, and ensuring that assessments clearly explain our analyses of potential ‘significant impact’ under the EPBC Act
improving our planning for stakeholder consultation to broaden consideration of social factors that could influence community acceptance of a flight path change.
To support the environmental efficiency of our customers’ operations (in the short and long term), we continued to:
provide efficient aircraft routing options
implement Required Navigation Performance procedures.
Additionally, we began developing the airport collaborative decision‑making (A-CDM) platform. This information-sharing platform synchronises data for air traffic controllers and airport operational staff, to improve aircraft operations and environmental efficiency.
If there are threats of serious or irreversible environmental damage, lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation.
|We revised our Environmental Policy, expanding the detail of our commitments to address protecting key environmental values potentially affected by our operations and activities.
We continued to progress implementation of the Per- and Poly‑fluoroalkyl substances (PFAS) Program Management Plan. This plan includes continuing site assessments to better understand the extent and level of PFAS residues, undertaking research and development activities to better understand the issues, trialling new technologies in the field aimed at containing PFAS migration, and working with relevant government authorities to develop regulatory guidance required to better address these issues.
We are active in the Commonwealth interdepartmental committee focused on establishing a coordinated approach to managing PFAS concerns.
We continue to support development of national ecological and health screening levels for PFAS that will help to determine appropriate management action.
The present generation should ensure that the health, diversity and productivity of the environment is maintained or enhanced for the benefit of future generations.
|We continue to develop the EMS to ensure that we have programs and controls to protect the environment from our activities for current and future generations.
To ensure our EMS is fit for purpose and continually improving, we maintain our certification under ISO14001, for our two key representative sites: Gold Coast Airport and Canberra Airport.
We recently established a new organisational standard that prescribes mandatory environmental performance requirements and controls for developing and managing Airservices infrastructure. The standard sets ESD design requirements and controls for protecting environmental values under the EPBC Act, and embeds them throughout all asset lifecycle phases (from planning to operation and decommissioning).
We continue to promote environmental awareness and train key staff members on environmental issues, while undertaking a targeted audit and assurance program to assess and improve our performance.
We worked with the Civil Aviation Historical Society and Airways Museum, and other stakeholders to preserve Australia’s aviation history. We continued our support for the ‘Connecting the Nation’ portal; sponsorship of the Airways Museum based at Essendon Airport; and industry partnership with the Australian Research Council’s Heritage of the Air Project, a research program investigating how aviation has transformed Australian society over the last 100 years.
We continue to work on improving the monitoring of greenhouse gas emissions, and energy consumption and production. In 2017–18 we reported in accordance with National Greenhouse and Energy Reporting Act 2007 requirements.
The conservation of biological diversity and ecological integrity should be a fundamental consideration in decision making.
|Protecting biodiversity values is a key requirement of the EMS, and associated controls are built into managing all our activities—from flight path changes to on-ground operations.
Our recently revised standard for flight change management and new standard for infrastructure development focus on protecting biodiversity values.
In addition, we recently launched a project to externally validate and improve our environmental assessment process for flight path changes, including our criteria for determining potential ‘significant impact’ to listed values under the EPBC Act (including biodiversity). The criteria will be communicated and agreed with relevant government and industry stakeholders, to ensure their validity and acceptance.
Improved valuation, pricing and incentive mechanisms should be promoted.
|We continue to build and manage our asset base through implementing the Portfolio, Program and Project (P3M) framework. Under P3M, investment projects are strategically prioritised to deliver value and innovation to our customers, and to ensure sustainment of our ageing asset base.
Environmental management requirements are embedded at key P3M project stages to ensure the ESD principles are integrated throughout the entire asset lifecycle.
Additionally, our new EMS for infrastructure development requires incorporating ESD technologies through a cost-benefit assessment, and enshrines requirements for sustainable procurement in product sourcing.
Appendix 6: Statutory and other corporate information
Our approach to risk management
We support proactive risk management by ensuring the Governance, Risk and Compliance (GRC) Framework is fully integrated and embedded within our business. Our risk management practices meet the requirements of section 16 of the PGPA Act, and are aligned with ISO 31000—Risk Management and the Commonwealth Risk Management Policy.
We manage our risk exposures through our set of enterprise risks, which is supported by underlying business group risk profiles. Individual business groups are accountable for identifying, assessing and managing the risks associated with operational initiatives and work programs that support the delivery of our strategic objectives. All employees are responsible for identifying and reporting risks, and complying with our regulatory obligations, policies and procedures, as appropriate to their roles.
Compliance risk management
Regulatory compliance obligation registers, supported by legislative monitoring processes, have been embedded into the business to manage ongoing compliance risks. Work has also been undertaken to further embed and align assurance activities across our governance frameworks, in accordance with the three lines of defence model.
Maturing risk management
In 2017–18, we undertook considerable work to ensure fit-for-purpose risk management processes are embedded within and aligned across our frameworks. This ensures that risks are assessed in the right context and risk owners understand the overall organisational impact.
Targeted risk training has also been developed and provided to staff members across the business, including members of specialist risk and assurance teams. A GRC Community of Practice has been established to provide an opportunity for GRC specialists across the business to collaborate, align and share ideas, thereby driving a culture that supports proactive risk management.
Organisational resilience is defined as an organisation’s ability to absorb and adapt in a changing environment.
In 2017–18, our resilience approach was improved to reflect the revised principles of AS/NZS ISO 22316:2017—Security and resilience—Organizational resilience—Principles and attributes and AS ISO 22301:2017—Societal security—Business continuity management systems—Requirements. Importantly, this also required revising the templates used to support business impact analysis, the primary assessment tool used in business continuity planning. We are currently focused on supporting the implementation of the new approach through the recently established Airservices Resilience Community of Practice.
All incident management centres successfully completed the 2017–18 resilience exercise program. Our service lines also completed the program across their operational contingency plans. We also undertook a two-phased exercise, focusing on a significant cyber security incident.
Airservices has also actively supported Australian Government preparations, including for the Association of Southeast Asian Nations meeting in Sydney in March 2018, the Commonwealth Games in Queensland in April 2018, and the Asia-Pacific Economic Cooperation summit in Port Moresby, planned for November 2018.
We are committed to protecting our people, information and assets, to deliver safe operational services to our customers. We achieve this by identifying and managing our security threats and aligning our security risk management processes to the Australian Government’s Protective Security Policy Framework (PSPF) and Information Security Manual.
In 2017–18, we further strengthened security governance by developing a security framework, and renovating our enterprise security risk and security standard. These actions ensured we identify effective controls and embed them throughout the business. We also conducted a range of assurance activities to support the effectiveness of security controls. Security risk assessments were conducted at 36 staffed facilities to identify whether remediation was needed for physical security or that of personnel. We also established a Facilities Security Officer Network, identifying key personnel who are responsible for day-to-day security at each facility, raising the local capability to manage security threats. Airservices also implemented a Security Community of Practice to assist with sharing information and resources throughout the network and with key internal stakeholders.
We manage our security threats using a threat- and risk-based, outcomes-focused approach. As an aviation industry participant, we maintain a Transport Security Program and associated Aviation Security Identification Card Program. The Department of Home Affairs’ Aviation & Maritime Security division approved these programs, as required under the Aviation Transport Security Act 2004 (Cth) and the Aviation Transport Security Regulations 2005. We also participate in various government and industry security forums—including local airport security committees, background checking forums, PSPF Communities of Practice and working groups—that propose reforms to the PSPF. We actively engage with law enforcement and intelligence agencies to ensure our threat intelligence is current and in accordance with our National Security Alert Plan.
Ethical standards and fraud control
We are committed to the highest standards of ethical behaviour and do not tolerate fraudulent behaviour, including corruption and bribery. We have established and are committed to maintaining strong and effective fraud control arrangements that are consistent with section 10 of the Public Governance, Performance and Accountability Rule 2014 (PGPA Fraud Rule).
The Ethics and Fraud Committee monitors, advises and provides assurance on maintaining and implementing the Airservices Ethics and Fraud Framework. This includes reviewing and monitoring:
action taken in response to unethical and fraudulent matters, to ensure an effective and timely response
trends and themes, to reduce the occurrence of future incidents
the effectiveness of ethics and fraud procedures, to ensure they comply with legislative obligations and that fraud risks are effectively identified and managed
enhancements to the Ethics and Fraud Framework, ensuring it aligns with good governance and risk management practices
public interest disclosures under the Public Interest Disclosure Act 2013 (Cth).
The Ethics and Fraud Control Plan 2018–20, Ethics and Fraud Framework, Fraud Control Policy, Code of Conduct Policy, and our management instruction and investigation procedures inform employees, contractors and consultants about ethical standards and our approach to fraud control. All alleged incidents of fraud, corruption and bribery are managed in accordance with this framework and these policies. This includes investigations and any action taken, including reporting fraud, bribery or unethical behaviour that is potentially criminal or illegal to the appropriate law enforcement agency.
Fraud risks are subject to quarterly and independent annual reviews. We take all reasonable measures to minimise and investigate incidents of fraud, recovering losses wherever possible.
We also undertake targeted fraud reviews in areas of significant risk to the organisation.
Our processes promote, assist and support individuals to report wrongdoing through their management channels and by other confidential means. To facilitate these processes, the Ethics and Fraud Triage Group facilitates a timely, transparent and consistent approach to all investigations, managed in accordance with the Ethics and Fraud Framework. Authorised officers support the Australian Government’s Public Interest Disclosure Act and provide statutory protections against acts of reprisal.
We have strengthened our oversight and management to ensure timely responses to investigations into alleged or detected wrongdoing. We have also improved management reporting to enhance governance of ethics and fraud risks, and we continuously review the controls to ensure effectiveness.
Adverse effect of non‑commercial commitments
No non-commercial commitments were recorded in 2017–18.
Judicial decision and reviews by outside bodies
No judicial or tribunal decisions were made during the reporting period that have had, or may have, a significant effect on the operations of Airservices.
Reports (Auditor-General, Parliament or Ombudsman)
We were not subject to any reports by the Auditor General (other than the report under section 43 of the PGPA Act), the Commonwealth Ombudsman or the Australian Information Commissioner.
At the request of the then Minister for Small Business the Hon. Michael McCormack MP, the Parliamentary Standing Committee on Public Works inquired into the new aviation infrastructure and fire station work at Brisbane Airport. In its report, Airservices Australia new aviation infrastructure and fire station works, Brisbane Airport, Queensland, tabled December 2017, the Committee recommended that the proposed works be undertaken.
- the type of personal information we collect and hold
- how we collect and hold that information
- the purposes for which we collect, hold, use and disclose personal information
- how to access personal information held by us and seek corrections to such information
- how to complain about a breach of the Australian Privacy Principles or a registered Australian Privacy Principles code (if any) that binds us, and how we will deal with such a complaint
- whether we are likely to disclose personal information to overseas recipients
- if we are likely to disclose personal information to overseas recipients, the countries in which such recipients are likely to be located, if it is practical to specify this.
www.airservicesaustralia.com/terms-copyright-privacy. During 2017–18, the Privacy Commissioner did not undertake any investigations under section 40 of the Privacy Act in relation to Airservices.
Freedom of Information
In accordance with the Australian Government’s Information Publication Scheme requirements, information we publish is available at www.airservicesaustralia.com/about/information-publication-scheme.
Powers and functions
Our legislative framework, powers and functions are set out in the ‘Corporate overview’ section of this report.
Procedures and initial point of contact
Under the Freedom of Information Act 1982 (Cth) (FOI Act), the CEO or authorised officers may grant or refuse access to any document held by us. The Office of Legal Counsel makes initial decisions about access and fees. Any requests under the FOI Act must be in writing and must include an address to which notices can be sent. Applicants may have to pay administrative charges to process a request. Rates are prescribed by the FOI Act and Regulations.
The address for lodging FOI requests is:
Freedom of Information Coordinator
Office of Legal Counsel
GPO Box 367
Canberra ACT 2601
Telephone: (02) 62684877
Commonwealth Ombudsman activity
During 2017–18, Airservices received no formal requests for information from the Office of the Commonwealth Ombudsman.
Aircraft Noise Ombudsman activity
Please refer to Aircraft Noise Ombudsman’s annual report at Appendix 8.
We welcome comments from other organisations and member of the public on our policies and practices. We maintain several methods for consultation, including through our website, the national Noise Complaints and Information Service, industry and pilot briefings, and advertised public meetings. Members of the public can also attend airport community aviation consultation groups and other forums.
Our representatives attend community aviation consultation groups to provide information on our activities. These meetings are conducted at federally leased airports and similar community forums at some non-federal airports. During the year, our representatives attended 90 community meetings and technical noise forums.
We are also a member of various Australian and international aviation and peak industry bodies.
Our employer superannuation arrangements comply with the requirements of the Superannuation Benefits (Supervisory Mechanisms) Act 1990 (Cth) as prescribed by the Minister for Finance in Determination No.1 of 1994 under that Act.
Employees are generally defined benefit or defined contribution members of the AvSuper fund. AvSuper’s trustee, AvSuper Pty Ltd, holds a public offer Registrable Superannuation Entity (RSE) licence (L0000147). The AvSuper defined benefit scheme was closed to new members in 2002.
We are a Commonwealth Superannuation Scheme (CSS) approved authority under the Superannuation Approved Authority Declaration (1995). Around 74 employees are defined benefit members of the CSS, which is administered by the Commonwealth Superannuation Corporation (RSE licence L0001397).
The CSS was closed to new members on 1 July 1990. Except for members of the CSS and some non–collective agreement employment instruments, employees are able to select an eligible choice fund other than AvSuper to receive employer contributions.
Appendix 7: Noise Complaints and Information Service data
The number of people who contacted the Noise Complaints and Information Service (NCIS) between 1 July 2017 and 30 June 2018 declined 14 per cent, compared to the same period the previous year (from 3,840 to 3,360). The number of complainants for the eight major airports fell 25 per cent (from 2,368 to 1,782).
Table 13 summarises the number of complainants for the eight major airports.
The number of complainants for Melbourne Airport activities rose 14 per cent, from 155 to 177. This was largely due to 27 residents providing feedback on changes to airspace that will be made in late 2018. These changes are required to meet new regulations to safely manage incoming flights on approach to Melbourne Airport. There will be no changes to current flight paths.
Complainant numbers fell at the other seven major airports, with a 51 per cent decline at each of Perth and Canberra airports.
The majority of complainants for all eight major airports were referring to movements on standard flight paths that were within the normal altitude range. Concerns included the frequency of movements, a perception that something had changed, the location of the flight path and the altitudes of aircraft on arrival and/or departure.
Outside the eight major airports, complainants for Hobart Airport rose significantly (from two to 152). The majority of residents were concerned about the implementation of new standard arrival and departure flight paths. At the time of writing, we were reviewing these flight paths.
Table 13: Number of complainants who contacted NCIS for eight major airports
|Airport||1 July 2015 – 30 June 2016||1 July 2016 – 30 June 2017||1 July 2017 – 30 June 2018|
Appendix 8: Aircraft Noise Ombudsman annual report