NATS-Annual-Report-2015

Annual Report and Accounts 2015 | NATS Holdings Limited
Strategic Report
12
Chief Executive’s review
(continued)
To ensure we are better placed to defend our UK contracts
and focus our resources where our proposition has most
impact, we are re-organising NATS Services to make it
more competitive through headcount reductions and site
rationalisation.
Priorities for 2016
We expect more changes in NATS in the next five years than
over the previous ten years, particularly as we integrate new
technology into our operation. To meet these and other
challenges, our priorities for next year include:
> Safety: continuing to reduce safety risk and providing
safety assurance on the deployment of new technology.
> Environment: improving arrival and departures routes
and associated procedures which will enable airline fuel
savings.
> Airspace: meeting RP2 performance targets, delivering
capital investment programmes, and maximising the
benefit of TBS at Heathrow.
> Airports: meeting service performance targets for our
UK tower contracts, transitioning the military airfields
relating to the Project Marshall contract and transferring
Gatwick to the new provider.
> Engineering: starting the modernisation of military
infrastructure required for the Project Marshall contract.
> Other Services: continuing excellent service delivery to
the MOD and executing existing contracts in the Middle
East and Asia Pacific regions.
Our vision and strategy
Our vision is to be the acknowledged global leader in
innovative air traffic solutions and airport performance.
In particular, this means keeping the skies safe and
delivering the best possible customer experience.
Our business is founded on three values:
> Safety: safe in everything we do;
> Customers: delivering service excellence and further
improved environmental performance; and
> People: valuing the difference we can all make.
Our strategy is based on three principles:
> to defend our existing market position;
> to grow our business by providing new and
innovative products and services; and
> to develop the capabilities needed to deliver
our business ambitions.
To defend our existing market position we must continue to
make our customer proposition attractive by focusing on
required service levels, our prices and the value we offer.
These principles were at the heart of our approach to RP2
as well as key to our discussions with airport customers.
The UK is our core market and we intend to grow our airport
tower, engineering and information services and support to
the UK military. We will supplement this by taking advantage
of overseas opportunities where we can demonstrate our
Strategic Report