Corporate Plan 2021-22 - westernsydney.com.au - | Western Sydney Airport
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Corporate Plan 2021–22 westernsydney.com.au
Chair’s message
To date, we have awarded several Our Diversity Action Plan includes a
major contracts required to focus on cultural diversity, creating
construct the airport, including a workplace that promotes equality
major earthworks, the passenger and inclusion, ensuring employment
terminal design-and-construct opportunities for those living with
contract and the contract to design, a disability, promoting women in
operate and maintain our baggage leadership and non-traditional
handling system. roles, and building links to ensure
proper representation of Aboriginal
Paul O’Sullivan In the financial year 2021–22, we Australians. We are especially
are on track to complete the award conscious that we operate in a
Chair
of further major contracts that will region with one of the largest
E
secure the timeline and financial populations of First Australians in the
budget for the airport, including: country.
ach year, Western Sydney • Airside civils, which includes
Airport’s Corporate Plan construction of the runway and More than any infrastructure project
presents an ambitious taxiways I can recall, the development of
agenda for the year ahead. Western Sydney International relies
• Landside civils, which includes
This Corporate Plan, our on collaboration with all levels
construction of the car parks,
fifth since the organisation was of government. Only with this
access roads, utility connections
established by the Australian collaboration can the project bring to
and a number of support buildings
Government, builds on the strong life a highly liveable Western Parkland
momentum we have achieved since • Technology master contract, which City, enabled by a workforce with
start-up in late 2017. will provide coordination and 21st-century skills and modern social
integration across the hundreds of and transport infrastructure. I would
Despite the enormous challenges IT systems required to operate and like to thank all sides of our federal,
that COVID-19 has brought, I am optimise the airport. state and local governments for
pleased to say that the team their vision and support in realising
working together to bring Western Our airport’s defining structure,
Western Sydney’s potential.
Sydney International (Nancy- our integrated international and
Bird Walton) Airport to life has domestic passenger terminal, will On behalf of our team, I would
continued to perform strongly. begin to take shape this year. Along especially like to acknowledge the
The project remains on track to with our cargo precinct, the terminal public servants who have done so
open to international and domestic will be the realisation of many of the much to ensure the airport project
passenger flights and air cargo promises we’ve made to the Western started and remains on track. Their
operations in late 2026. Sydney community about the significant contribution is too often
airport. It will be a building Western less visible, however each and every
In developing Sydney’s new airport, Sydney will be proud of, a physical nationally important infrastructure
we remain committed to delivering symbol of the energy and dynamism project relies on their expertise and
on three key objectives for the of the local community. dedication.
Australian Government:
The number one priority for the Together, we are creating a better
• Creating much-needed aviation Board and management continues
capacity for the Sydney basin to future for our community with
to be the relentless pursuit of the Western Sydney International proudly
safeguard the growth of Australia’s highest safety standards for our
global city decades into the future at the centre.
workforce and the community. To
Western Sydney Airport • Establishing a world class, date, our safety record has been
acknowledges Aboriginal people digitally enabled international encouraging, but we must not lower
as the Traditional Owners of the airport designed with customer our guard as we bring on new major
experience at the core, with easier contractors, particularly as the start
Country on which we work and
access through new and upgraded of terminal construction represents
live. We acknowledge the Dharug road and rail infrastructure a change in the nature of the safety
nation as the Traditional Owners • Creating thousands of high- challenge ahead.
of Country on which the Western Paul O’Sullivan
quality jobs for the around two
Our company also has a strong Chair
Sydney International (Nancy- and a half million people living in
Western Sydney, through direct focus on driving diversity throughout
Bird Walton) Airport is being our business. We’re building Western
constructed. We pay our respects employment at the airport and
through the high-tech businesses Sydney International in one of
to their Elders past, present and attracted to the new city of the most diverse communities in
emerging, and extend that respect Bradfield being developed by the Australia and our business will be
to all Aboriginal and Torres Strait NSW Government adjacent to the more effective by ensuring we
airport. reflect the community we serve.
Islander people.
2 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 3
CEO’s message
Developing a greenfield airport is a unique
opportunity to apply learnings from the
experiences of airports and their customers
across the world.
Simon Hickey
CEO
Each day, as I have the privilege of leading the team bringing to life the incredible vision
for Western Sydney International (Nancy-Bird Walton) Airport, I am struck by the strong
connection our people have with our purpose to be a catalyst for social and economic
benefits across the region.
A
s we look ahead, it is will come together with an incredible and inclusion in our team. We will
important to recognise airport design. This will be largely also ensure that our community
the incredible progress driven by digitally enabled operations partnerships and workforce initiatives
achieved on the project, and outstanding customer service lead to the airport’s social and
including the 50 per to offer an experience that is a economic benefits beginning now,
cent earthworks completion. The unique, compelling proposition for years before the first aircraft lands.
commitment, passion and expertise passengers, airlines and air cargo
of our workforce has contributed to operators. The launch and implementation of
this success and will remain central to our first Reconciliation Action Plan
keeping the project on track. In terms of air cargo, we will build this financial year is also an important
on the strong foundation of our milestone for our organisation. This
Over the course of the year, we engagement with our twelve air plan embodies our commitment to
will award the remaining major cargo-related MOU partners to ensuring that Western Sydney Airport
construction projects, as well as our advance market engagement to creates opportunities for Aboriginal
crucial airport technology contract. help define our air cargo precinct. people and contributes positively to
This marks the end of an ambitious Australia’s reconciliation journey.
period of significant procurement. While the Delta variant has created
It’s one that has been defined by unprecedented challenges across Maintaining our strong collaboration
the highest standards of probity Australia, particularly for aviation with all levels of government will
and strong commercial outcomes, and construction, we will continue continue to be one of our highest
despite the pressures of a booming to ensure our COVID-19 safety plans priorities in enabling the airport and
infrastructure market. place the safety and wellbeing delivering the infrastructure and
of our team and the community planning required to ensure the
The start of the passenger terminal above all else. Our construction site region’s success. Almost as critical will
precinct’s construction will be continues to create employment, be our focus on the two-way dialogue
another important milestone in operating in line with health order with the community about the airport
developing the airport. While the capacity restrictions and vaccination that we value so greatly.
continuing development of the airport requirements.
infrastructure is essential to bringing It is my pleasure to present Western
to life this vision, accelerating My colleagues on Western Sydney Sydney Airport’s 2021-22 Corporate
customer and commercial Airport’s executive leadership team Plan. This is how we intend to continue
development will also define this and I all take personal responsibility our journey to deliver a world-class,
financial year. for the project’s safety performance. sustainable airport precinct for
We will continue to drive a proactive the people of Western Sydney and
Developing a greenfield airport is a safety culture by engaging with our beyond.
unique opportunity to apply learnings workforce and empowering them
from the experiences of airports and to constantly improve our safety
their customers across the world. frameworks.
More importantly, it provides an
opportunity to look forward to the Western Sydney Airport is a part of
five years until operations begin, and the community. To reflect this, we
Simon Hickey
consider how tomorrow’s technology will continue our focus on diversity
CEO
4 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 5
Our Board of Directors
Mr Paul O’Sullivan
Chair and Non-executive Director
Paul is the first Chair of the WSA Co Colonial Group and the Royal Dutch
Limited and was appointed in August Shell Group in Canada, the Middle East,
2017. Before joining us, Paul was the Australia and the United Kingdom. Ms Anthea Hammon Ms Christine Spring Mr John Weber
CEO of Singtel Group (Consumer) from Paul is also the Chair of Singtel Optus Non-executive Director Non-executive Director Non-executive Director
2012-14, and the CEO of Optus before Pty Ltd and ANZ Banking Group, and a (appointed November 2017) (appointed August 2017) (appointed November 2017)
that. Before those roles, he worked in a Director of St Vincent’s Health Australia
range of senior positions within Optus, and Australian Tower Network Pty
Paul O’Sullivan and in management roles with the Limited. Anthea is a tourism business leader Christine is an expert in aviation John is Chair of Airservices Australia,
Chair and Non-executive Director with over 15 years’ experience who infrastructure development and as well as a Director of AMS Group
has a passion for the Blue Mountains airport operations, as well as a civil and Dimeo Group.
and Western Sydney, having lived engineer with over 20 years of
John is an advisor to the CEO of
and worked there her entire life. She experience.
RedEye Apps, a digital technology
is the Managing Director of Scenic
Christine has both Australian and business. He was Chief Executive and
World, a third-generation family
international experience in aviation Board Member at Minter Ellison, and
business that has operated in the
infrastructure delivery, including later a Managing Partner and member
Blue Mountains for over 70 years.
in New Zealand, the United Arab of the international executive of DLA
Anthea is also a Director of Emirates, Asia and the Pacific Piper. John has worked extensively
Scenic World’s parent company, Islands. Christine is also a Director in industry and government across
Hammons Holdings, which operates of Auckland International Airport, a diverse range of sectors, including
BridgeClimb on the Sydney Harbour Unison Networks Ltd, Unison transport, defence, infrastructure
Bridge. Beyond this, Anthea is the Contracting Services Ltd and NZ and financial services. He brings
Vice President of the Blue Mountains Windfarms Ltd; and is Chair of considerable Board experience from
Accommodation and Tourism Isthmus Group Ltd. his roles in several public, private and
Mrs Fiona Balfour Mr Tim Eddy Mr Vince Graham AM Association, and has previously not-for-profit organisations.
Non-executive Director Non-executive Director Non-executive Director served as a Director of Blue
(appointed August 2017) (appointed August 2017) (appointed November 2017) John holds a Bachelor of Laws from
Mountains Economic Enterprise, and
the Australian National University
the Australian Amusement, Leisure
Fiona’s executive career was Tim has over 30 years’ experience in Vince brings over 30 years of and Recreation Association.
in aviation, information and leading and managing in professional experience in senior and chief Anthea holds a Bachelor of
telecommunication services, and services environments, including executive roles in infrastructure and Mechanical Engineering from the
distribution and logistics. She is a Non- most recently as Managing Partner public transport. He has considerable University of NSW, and is a Graduate
executive Director for the Australian Operations, Oceania at Ernst & knowledge of infrastructure projects of the Australian Institute of Company
Broadcasting Corporation (ABC). She Young. in NSW, having been CEO of Directors.
is also a Nominee Director acting for Networks NSW and RailCorp NSW. At
Throughout his career, he has
the Public Sector Investment Board the latter, he was responsible for the
developed expertise in a range of
of Canada at each of Land Services $30 billion public-private partnership
areas. These include global and
South Australia and Airtrunk Limited Waratah train project.
national transformation and change,
and its associated entities in Australia,
developing new service offerings, Vince is a Director of NSW Catholic
Singapore, Hong Kong and Japan.
growth strategies for business Schools Ltd, and a member of the This airport is the centrepiece of Western
Fiona is a long-term Member of operations, risk management and NSW Public Service Commission Sydney’s future prosperity. We expect it to
Chief Executive Women, a Fellow of governance best practice, and driving Advisory Board and the Sydney
support almost 28,000 direct and indirect jobs
the Australian Institute of Company sound financial outcomes. University Senate Audit and Risk
Directors, a Fellow of Monash Committee and People and Culture
by 2031 through connecting businesses to
University, and a Fellow of the Royal
Tim holds several Non-executive
Committee. national and international markets.
Board roles. He is a Fellow of The Hon Paul Fletcher MP on Western Sydney International
Aeronautical Society of London. In
Chartered Accountants Australia Vince also sits on the Board of the
2006, she was awarded the National
and New Zealand, and a graduate of Australian Rail Track Corporation and
Pearcey Medal for a ‘Lifetime
the Australian Institute of Company Western City Parklands Authority. A
Achievement and contribution to the
Directors. lifelong resident of Penrith, he brings
Information Technology Industry’.
his strong connection to Western
Fiona holds a BA (Hons) from Monash Sydney to our organisation.
University, a Graduate Diploma in
Information Management from UNSW
and a MBA from RMIT University.
6 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 7
1.
Our direction
2.
Our operating
While the impact of the COVID-19 pandemic has
been significant and far-reaching, particularly on
the aviation sector, the need for Western Sydney
context International (Nancy-Bird Walton) is as strong as ever.
Strategic priorities Aviation and COVID-19 update
While the impact of the COVID-19
pandemic has been significant
and far-reaching, particularly on
the aviation sector, the need for
Western Sydney International
Purpose (Nancy-Bird Walton) remains strong.
To generate social and Building Building Building Forecasting by IATA (the International
economic prosperity the infrastructure the business your future Air Transport Association) predicts
in Western Sydney by global air traffic recovering to 2019
working together to passenger levels by 2023, three years
before WSI begins operations. Whilst
safely deliver a thriving
this timeline remains subject to the
airport business Strategic outcomes success of the global vaccine rollout,
the suppression of new strains and
Develop a world-leading First choice for our Be a catalyst for our the consistent and coordinated
airport business that customers while communities’ social and reopening of global country borders,
delivers on shareholder delivering sustainable economic development early signs suggest pent-up demand
objectives commercial outcomes exists. The results of surveys
conducted across key countries like
Australia, the USA, China, Japan and
the UK reflect a healthy desire for
domestic and international travel,
Core values which will support the global aviation
rebound.
Within this global context, Australia
Vision is well placed as a fertile market for
growth. Australians love to travel,
Gateway of choice and this desire has historically driven
to Australia and the Safety Inclusion Courage strong demand. Demand recovery
world — connecting is likely to come from those visiting
people, places and friends and relatives (VFR) and leisure
travellers first, as people look to
opportunity
reconnect with loved ones and explore
the globe. Business travel is expected the important role that infrastructure park from late 2026 onwards. But
to gradually recover thereafter, development will play in economic perhaps even more powerful will be
Integrity Pioneering Passion as economic confidence across recovery from COVID-19. Western the flow-on benefits of the project.
industries improves more broadly. Sydney International is one of the
The NSW Government is developing
Australian Government’s flagship
WSI will have the third-largest the Western Sydney Aerotropolis
infrastructure projects. It’s also
catchment of any Australian around the airport. This project is set
the catalyst for billions of dollars
The Directors of Western Sydney Airport present the 2021-22 Corporate Plan, which has been prepared by WSA Co Limited (ABN: 81 618 airport from Day 1 of operation. to attract job-creating businesses
of further social, transport and
989 272) (Western Sydney Airport, WSA or the Company) for its Shareholder Ministers in the Finance and Urban Infrastructure portfolios. Furthermore, this catchment will in the advanced manufacturing,
liveability investment in the region.
This plan covers the period of 2021-22 to 2024-25 and is prepared in accordance with Section 95 of the Public Governance, Performance be made up of one of the most science and education sectors.
This means our role in the economic
and Accountability Act 2013 (PGPA Act). culturally diverse populations in Additionally, the opportunities for
recovery will be significant.
Australia. This diversity means WSI businesses to grow and create jobs
will be well placed to harness the Western Sydney International through supplying the airport and
catchment mix as one of the drivers will offer a direct benefit to the aerotropolis will further compound
of the airport’s early growth. community by providing a platform the economic benefit.
for essential growth in Sydney’s
Western Sydney and the role of Western Sydney is one of the
aviation capacity. It will also directly
infrastructure fastest-growing parts of Australia,
create thousands of jobs, both
and is expected to grow to 3 million
Both the Australian and NSW during construction and at the
residents by 2036. Infrastructure
Governments have been clear about airport and the on-airport business
8 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 9
development is essential to support •A
t a state level, we will continue Airspace development
this growth. In fact, with more than to work with transport agencies to
The Department of
$15 billion of investment in ground integrate public transport systems
Infrastructure, Transport,
transport and road infrastructure, into the airport precinct. This
Regional Development and
the airport has already played includes Sydney Metro (regarding
Communications is responsible
a significant role in stimulating our rail connections), and Transport
for airspace and flightpath
infrastructure growth in the region. for NSW (regarding road network
design for Western Sydney
development and rapid bus services
In 2021, Infrastructure Australia International. The airspace
to key Western Sydney centres). It
reiterated its position that the design is also being overseen
also includes collaboration on road
development of Western Sydney by a range of aviation experts,
network development.
International is one of only six including Airservices Australia
high-priority projects nationwide. •A
t a local level, we will continue to and the Civil Aviation Safety
Furthermore, the airport project is engage with local councils on issues Authority (CASA).
supported by another high-priority relevant to the airport, including
The Department reports
project, the new toll-free M12 planning, transport and regional
that flight path design for
motorway, as well as several other economic development. We will
Western Sydney International is
high-priority initiatives. also build on our strong existing
progressing well and is on track
relationships across the region’s
Every dollar invested in airports, for the airport’s scheduled 2026
business, industry and community
roads, rail and other infrastructure opening.
sectors. This will not only improve
projects has compounding benefits in
the airport’s development, but also Once the preliminary
our community. Large infrastructure
ensure that the region maximises airspace design is finalised,
projects create work for tradespeople
the benefit from the opportunities the Department will proceed
and contracts for businesses of all
WSI will provide to its people and with the environmental
sizes, many of which are small or
businesses. assessment phase, including
medium family-owned operations.
public exhibition, which is
These investments have become when the community will have
more important in recovering the opportunity to provide a
from the economic impacts of submission. Airservices Australia
the pandemic, along with existing will lead the detailed airspace
climate-related challenges such design, including preparing the
as drought, floods and bushfires. airspace change proposal for
Infrastructure development final approval by CASA. This
cushions the impact of economic process provides independent
shocks, bringing certainty to many checks and balances, as well as
households, while delivering on our an opportunity to incorporate
community needs. community feedback.
Together, these effects underline why, [We are seeing] when Airspace design is complex and
now more than ever, the development constraints are relaxed requires a careful and thorough
of Western Sydney International is so or removed, there is very process to get it right, ensuring
important – for the region, for Sydney, strong pent-up demand. it balances competing needs
for NSW and for Australia. That is what happened in from the community, industry
Europe last summer and and users of Sydney’s airspace,
Effectively working together
while maintaining safety as
what we saw in Australia
We cannot deliver Western Sydney the priority.
International airport alone. Delivery in February. So we are
requires effective collaboration optimistic that as we
across several key government go through the health
agencies, in addition to support from crisis associated with
business, industry and the community the pandemic and these
sector. To drive this support, we will restrictions are relaxed
work with all levels of government, as or removed, passenger
well as other stakeholders, including
the following:
traffic will recover
strongly.
•A
t a federal level, we will continue
Willie Walsh, Director General
to engage with federal agencies to
IATA on post-pandemic global
inform the design and operations
air travel demand
of the airport. Notably, this includes
border agencies within the terminal,
and for Airservices navigation and
firefighting facilities around the site.
10 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 11
3.
Our strategic priorities
Our key activities for 2021-22 will fall earthworks projects in Australian • Airside Works Package – including the their decades of airport delivery in the strong mechanisms and layers by independent experts will ensure
into three main focus areas: history, which remains on track for runway, taxiways, perimeter roads and experience globally to support us of independent, expert testing and our approach is rigorous and
completion within our expected fencing, high voltage services, and in managing the construction site auditing we have put in place. These effective.
• building the infrastructure
timeframes. navigation equipment and aids. and ensure effective integration measures ensure we minimise any
• building the business between our major works contractors. impacts of airport construction on 3.2 Building the business
In addition to the ongoing earthworks, • Landside Works Package – including
• building your future the main roads to the airport, landside These activities will ramp up over our neighbours and the surrounding As construction moves into a strong
terminal construction will begin,
and airside support buildings, and the reporting period, supported by a environment. They also ensure that delivery phase in earnest, so too will
Together, these areas underpin our meaning that this defining element
water and sewer utilities. Landside focus on worker health and safety as these impacts are in line with our our focus on our second strategic
purpose: to generate social and of Western Sydney International
works will also include major interface our number one priority. environmental approvals. priority – building the business.
economic prosperity in Western will start to take shape. We will also
Sydney by working together to safely finalise procurement of the remaining activities with the M12 roadway and Across all construction packages, We will closely monitor and We will deliver a customer-centric,
deliver a thriving airport business. major works packages. This will the Sydney Metro–Western Sydney we will continue to follow NSW manage our performance against world-leading airport business that
involve awarding contracts for runway Airport train line. health orders, including capacity our Construction Environmental generates social and economic
3.1 Building the infrastructure development (included in our airside After we awarded the contract to and vaccination requirements, to Management Plans (CEMPs), including prosperity for Western Sydney and
civil and pavements contract) and ensure the safety of our workforce holding our construction contractors beyond.
Infrastructure delivery includes Multiplex in June 2021, the terminal
planning and building all elements landside civil and building works. construction project is set to begin with and community remains our highest to these high standards. Customer focus
of the airport precinct, such as the early work starting by the end of 2021. priority.
Major works packages As terminal construction begins, we The experience that Western Sydney
terminal, runway and other airside We expect to award the remaining Environmental focus will prepare for the start of airside International offers our customers
and landside elements. The final three major construction major construction contracts by the and landside civil works. During this – passengers, airlines and air cargo
contracts for Western Sydney second quarter of 2022, and then Developing major infrastructure such
Our earthworks are now well time, we will work proactively with operators alike – will define our
International are: terminal construction works will start as Western Sydney International
advanced, and they recently passed our contractors and environmental success. To achieve our vision, we
during the 2021-22 period. provides countless ongoing benefits
the halfway mark in March 2021. • Terminal Works Package – including regulators to ensure we manage will need to incorporate a deep
to communities, but we must
This means we’ve made strong the terminal building, forecourt, Bechtel will continue to play a key role as cumulative impacts within the strict understanding of customer needs
carefully manage the impacts of
progress on what is one of the largest approach roads, carparks and apron our delivery partner. They will leverage environmental approvals. Regular and insights into our customer
construction. Communities around
works. environmental performance auditing experience design.
the airport site can have confidence
Key project milestones and activities
2021–22 2022–23 2023–24 2024–25
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Key business and operational milestones and activities
CIVIL AND PAVEMENT WORKS
EARTHWORKS AND AIRSIDE
Bulk
Earthworks 2021–22 2022–23 2023–24 2024–25
Contract Practical Practical Practical
completion completion completion Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
(Terminal Area (Rail Easement
COMMERCIAL
Part 2 and Airside) Corridor)
Main Works Continued achievement of commercial milestones
Package 1C
Contract Commence
award construction
Main Works
SPECIALTY WORKS
TERMINAL AND
Package 2 Develop a roadmap Achievement Commence
OPERATIONS*
Commence Commence (scope, milestones, of milestones ORAT delivery
construction construction resources) for set out in ORAT – airside
(Piling) (Terminal) integrated planning roadmap
with AsA, CASA and
Baggage AMS
Handling
System Commence
construction
TECHNOLOGY LANDSIDE CIVIL
AND BUILDING
TECHNOLOGY
WORKS
Technology Airport Site Wide
Main Works Enablement Systems Operational Integration
Package 3 Contract Commence Implemented; Cyber, Systems Testing
Cloud, Integration Implemented commenced
award construction
systems
Enterprise
PROGRAM
DELIVERY
Technology *
Contract Mobilisation of Technology AsA - Airservices Australia
Delivery Program CASA - Civil Aviation Safety Authority
AMS - Aviation and Maritime Security
For each of the key packages, a range of enabling functions will be carried out in order to support and ensure successful and effective completion. ORAT - Operational Readiness, Activation and Transition
12 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 13
Building from the strong foundation built, insights-driven design will The design of Western Sydney
of the insights gained from our deliver. In designing our operations, International’s systems and operations
airline and air cargo MOU partners, we will continue to place an emphasis will continue to develop throughout
we will authentically engage with our on designing efficient processes this year. As it does, we will lock in
future customers. As a result, we will that reinforce safety and security more tangible proof points of how
better understand their perspectives, requirements for our business and all technology and data can offer a game-
their needs and the areas where our customer segments. changing experience for our future
they see opportunities to disrupt customers.
Our activities will be focused on
and transform the traditional airport
experience.
preparing for a successful ORAT 3.3 Building your future
and continue to involve close
We will then use these insights collaboration with the relevant We’re building Sydney’s new airport
to further develop and refine our Commonwealth agencies such as to drive socioeconomic uplift for
customer strategy, which will bring AsA, AMS and CASA. communities across Western Sydney.
together technology, design and As infrastructure development gains
Technology momentum, and the airport moves
outstanding customer service.
The overall goal is to ensure that The inherent challenge of designing closer to passenger and air cargo
catching a plane from Western a digitally enabled airport five years operations, we understand our
Sydney International is fast and easy ahead of the start of operations in late responsibility to do more than merely
for passengers. 2026 is also our greatest opportunity. keep the community informed. Rather,
For Western Sydney International, this we need to play our part in enabling
This year, we will also respond to Western Sydney’s residents to get
means being deliberate in choosing
interest from the cargo community the most out of the opportunities
technologies that will enable our
and work with them on plans that Western Sydney International will
vision to transform passenger, airline
to optimise our cargo precinct. create.
and air cargo customer experiences.
Extending our relationships with our
However, technologies must also We also know that this must be a
airline and air cargo MOU partners will
be flexible enough to absorb or meaningful, two-way conversation.
provide opportunities to explore their
adopt emerging trends and new That’s why we’re committed to being
current and future business needs.
developments that might occur more accessible by ensuring that
Importantly, throughout this process,
between now and when the first you have many ways to learn about
we will continue to draw insights from
aircraft operates. Western Sydney International, ask us
our local community, who will serve
as the future customers of the airport Western Sydney International’s questions about what the airport will
we are building. baggage handling system is one mean for you and your family, and to
example of how we will leverage provide us your feedback.
Operations Over the reporting period, we will connect with us to learn more about positive sustainability outcomes is a
technology to drive an outstanding Community also engage with our community in construction progress, airport priority across our organisation.
Once we understand these customer experience. The modern several ways, including: design and operations, and future
needs clearly, we can ensure that system will sort, store and deliver Ensuring that we remain accountable In the coming year, we will continue
and accessible to the people of • Ensuring our on-site community career opportunities. Of course, our
operations from Western Sydney bags to aircraft and return them to our focus on sustainability by
Western Sydney is fundamental to our engagement team continues to community telephone line is always
International enjoy the efficiency and passengers more efficiently, safely and working with designers and
community engagement program. build strong relationships with available for anyone to pick up the
reliability benefits that our purpose- reliably than systems at older airports. engineers throughout the design and
The Western Sydney International residents and businesses around phone and ask questions about the
construction process. Sustainable
Experience Centre enables visitors the airport site airport.
design, energy efficiency and
to learn about the airport through • Supporting local community events, Additionally, in the coming year, we circular economy principles are key
an engaging digital exhibition. It also and providing information and will focus on proactively managing our considerations as we design the
provides a first-class view of airport opportunities for attendees to give partnerships with government, industry airport and its operations. We will
construction and the future runway and feedback about the airport and community stakeholders. These look to optimise energy and water
terminal site. • Engaging with our school groups are equally focused on driving efficiency, select low embodied
In response to strong community community about the airport and economic and social prosperity in carbon materials, and explore
feedback, the Experience Centre is the future jobs it will create Western Sydney. Our project is closely every possibility to use recycled
now open five days a week (Monday to associated with the Western Sydney construction materials.
• Implementing our Aboriginal
Thursday, and Saturdays), with Fridays City Deal – a historic agreement
Engagement Master Plan, including Our commitment to the
reserved for visits by groups such as between eight local councils and the
developing our first Reconciliation Infrastructure Sustainability Council
local councils, job-creating businesses State and Australian Governments.
Action Plan to build deeper of Australia (ISCA) and Green Star
considering locating to Western The City Deal will maximise the benefits
engagement with the Aboriginal ratings also means we will ensure that
Sydney, schools and countless others. of the airport through supporting
community. our main works contractors have a
We have welcomed over 16,000 people infrastructure, environmental,
While it is likely that lockdowns proven sustainability track record.
to the Experience Centre since it educational and liveability initiatives,
and restrictions in response to the Furthermore, we will work with them
opened in September 2019. We will amongst many others.
Delta variant will impact our ability to ensure that our construction
continue to evolve our activities (such to deliver some of our face-to-face Sustainability project maintains its strong
as our school holiday program) based community engagement, we are sustainability performance.
on feedback from these visitors. We’re building an airport for Western
continually looking for new, innovative Sydney’s future, so ensuring that we
ways for the community to digitally consider every opportunity to drive
14 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 15
4.
Our people
We are strongly committed to ensuring that the
diversity of our workforce reflects the community
the airport will serve, as well as driving a supportive
and inclusive workplace culture.
5.
Managing
Our number one priority is maintaining the health
and safety of our employees, contractors, partners
and the general public. This is also key to ensuring
our business operations continue as planned.
and capability our risk
We understand that creating an Building a diverse workforce The impacts of COVID-19 have •S
takeholder and Reputation: risk management is essential for
inclusive, diverse workforce leads to a created uncertainty across the risks affecting community and any organisation’s success, and for
healthier, more productive workplace. WSA has committed to ambitious workforce targets in aiming to build economy, but particularly to stakeholder expectations and successfully delivering any project.
It also enables us to leverage the a diverse workforce: aviation and construction. Although our ability to build organisational
In managing our risks, we strive to
unique skills and perspectives of our significant risk exposure still exists, we goodwill
meet the highest standards. This is
people to best serve our communities Workforce Target * A diverse workforce continue to monitor our risk profile
•P
eople and Capability: risks why we hold ourselves to AS/NZS
and customers. We strive to create includes women in to capture and assess information.
Residents of Western Sydney 30% during non-traditional roles, affecting how we attract and retain ISO 31000:2018 Risk Management
an environment that reflects the This means we can adjust both our
construction women in leadership, talent, and how our employees do – Principles and Guidelines on
communities in which we operate. COVID-safe and continuity plans as
50% during economic and socially their jobs implementation (ISO 31000): an
We also want a working environment required.
operations disadvantaged internationally benchmarked
that is safe, engaging, productive •S
ecurity: risks affecting our physical
people, and people As a greenfield airport, we are standard.
and flexible, in which our people can Diverse workforce* 10% with a disability, as security management and business
committed to ensuring that our
reach their potential. well as 2.4% of our resilience
Learning workers 20% design accommodates changing
To create this, we have developed workforce made up of requirements from both an industry •C
yber Security: risks from breaches
Aboriginal people.
an action plan with measurable and governmental perspective. This of, or attacks on, our information
objectives that focus on influencing Our commitment to workforce targets will also continue allows us to best prepare WSI for systems
behaviour at individual, team and when Western Sydney International is operational. future disruptions, and to continue
•T
echnology: risks that threaten,
organisational levels. This aims to operating during such times.
or happen as a result of, our
drive sustained positive impact by Creating employment and skills • Collaborating with the tertiary Our risk profile is robust, and we have technology environment
valuing differences and promoting development opportunities in the education sector, including established control frameworks for
opportunities for all employees. community universities and Registered Training •D esign and Delivery:
risks that can potentially affect our
Within this plan, we are looking Organisations (RTOs), where — risks affecting our ability to deliver
As we continue to build Western performance, including:
specifically at gender balance within appropriate the project to scope, on time and
our leadership positions. We aspire to Sydney International, our workforce •H
ealth, Safety and Wellbeing: within budget
have women represent a minimum of initiatives will help to ensure that the • Partnering with specialised risks affecting the health, safety
40% of these roles, complemented by airport’s socioeconomic benefits for organisations (for example — interface risks arising from the
and wellness of our employees,
a minimum of 40% men. Western Sydney begin now by: Settlement Services International) alignment of, and integration with,
contractors and the communities
to help people from disadvantaged external works and their impact on
• Using local suppliers and employing in which we operate
backgrounds to secure employment the delivery of the airport. These
local resources where possible •E
nvironment: risks affecting our external works include delivering
opportunities
• Creating opportunities for impact on the environment the road, rail and utility networks, [The baggage handling
• Keeping the community informed meeting Commonwealth Agencies’
Aboriginal people, including •S
ustainability: risks affecting our system] contract helps
of job opportunities via our website, requirements, and liaising with
focusing on: ability to achieve sustainability ensure that this world-
career & jobs fairs, school education local councils within the airport
— strengthening our relationships forums, and higher education objectives class airport is on track to
within the Aboriginal community precinct
forums •G
overnance, Legal and deliver quality domestic
— fulfilling our commitment to 3% •O perations: risks affecting our
• Continuing to lead the Skills Compliance: risks affecting internal ability to operate the business and international services
of contracts being managed by Taskforce, which builds workforce governance processes, fraudulent for Australia and become
Aboriginal suppliers capability and capacity to meet A key part of our management
[For leadership
or corrupt behaviours and our ability
structure is the Audit and Risk Western Sydney’s
— developing a Reconciliation Action current and future requirements to to meet regulatory compliance gateway to the world.
positions] we aspire Plan. — leverage education and training to
Committee. This committee sets out
to have women •S
trategic: risks affecting our the risk management charter for each Every contract awarded
establish employment pathways
represent a minimum
• Cultivating opportunities for strategy delivery and overall of the areas above and assesses any on major developments
learner workers, including trainees, — increase representation of diverse business success new risks. such as this one
of 40% of these roles, apprentices and workers training groups in the workforce
complemented by a •F
inancial: risks affecting We aim to manage and control is helping to drive
to upgrade their qualifications and — increase opportunities in Western
minimum of 40% men skills shareholder value and our project’s all risks to minimise any negative Australia’s economic
Sydney for education, training and or business’s overall financial impact. This approach allows us recovery from COVID-19.
• Collaborating with the education employment stability to understand foreseeable risks
sector, including TAFE, to support Senator The Hon Simon
• Encouraging a diverse workforce and make effective decisions Birmingham on Western Sydney
pre-employment programs that •C
ommercial: risks impacting our
that includes: despite uncertainty. This kind of International
showcase careers in aviation (for revenue and the value of both the
example the Youth Engagement — women in non-traditional roles business and the airport
Strategy) — women in leadership
• Partnering with TAFE to support the — Aboriginal people
learning pathway for trainees — socially and economically
disadvantaged people
— people with a disability.
16 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 17
6. Measuring our performance
We use a range of performance metrics span both financial and non- At the end of the year, we will review
metrics and targets to keep us financial outcomes, because both our performance against these
accountable to our strategic priorities dimensions are equally critical to our targets to ensure we remain focused
(see ’Our Direction’), which underpin success. and effective in delivering Western
delivering WSI. Our performance Sydney International.
Performance outcome Measure/Target
Strategic Safety Measure: 2021-22 target: 2022-23 onwards:
Management Total Recordable Injury TRIFR < 5 1 As per the 2022-23
Frequency Rate (TRIFR) Corporate Plan
Measures WSA’s success in
cultivating and reinforcing a safety-
first, prevention and protection
mindset amongst employees, 1
Industry benchmark
contractors and consultants
Strategic People Measure: 2021-22 target: 2022-23 onwards:
Management Employee Employee As per the 2022-23
engagement score engagement score Corporate Plan
Measures agility, engaging
of 72%
leadership, talent focus and
commitment to roles
Infrastructure Measure: 2021-22 target: 2022-23 onwards:
& Technology Delivery Completion of key Completion of As per the 2022-23
delivery milestones within delivery milestones Corporate Plan
Measures the achievement of key
the specified timeframes for the financial year
delivery milestones as laid out in
this plan
Project Environmental Measure: 2021-22 target: 2022-23 onwards:
Performance Prevention of material Nil Environmental As per the 2022-23
harm to the environment Protection Orders Corporate Plan
Measures the effective execution
issued by the
of Construction Environmental
Airport Environment
Management Plans (CEMPs)
Officer
throughout delivery phases of
the Airport
Commercial Business Measure: 2021-22 target: 2022-23 onwards:
Development Completion of key Completion of As per the 2022-23
business and operational business and Corporate Plan
Measures the achievement of
milestones within the operational
key business and operational
specified timeframes milestones for the
milestones as laid out in this plan
financial year
Community Engagement Measure: 2021-22 target: 2022-23 onwards:
Measures the extent of community Community Maintain the index As per the 2022-23
engagement undertaken by engagement index at 65% or more Corporate Plan
WSA and subsequent awareness
and support of Western Sydney
International (Nancy-Bird Walton)
Airport
Financial Performance Measure: 2021-22 target: 2022-23 onwards:
Measure of actual expenditure Variance to budgeted Expenditure within As per the 2022-23
relative to budgeted forecasts forecasts the approved Corporate Plan
budget
The performance criteria in this Corporate Plan will be tracked internally and reported through the Annual Report process. The Company also monitors
performance trends to ensure performance-related risks are identified in a timely manner and are addressed proactively. It is important to note that factors
which are beyond the Company’s control may arise that impact achievement of the targets set out above. However, WSA will mitigate these situations
wherever practicable. Furthermore, it is expected that performance criteria will be refined and will evolve as WSA moves closer to operations in 2026.
18 Western Sydney Airport I Corporate Plan 2021 – 22 Western Sydney Airport I Corporate Plan 2021 – 22 19WSA Co Limited ABN 81 618 989 272 PO Box 397 Liverpool NSW 1871 westernsydney.com.au
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