NATS-Annual-Report-2015

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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
Annual Report and Accounts 2015 | NATS Holdings Limited Strategic Report 13 Chief Executive’s review (continued) value to governments, airlines and airport operators. Our overseas strategy is to focus on those customers and territories most likely to provide long term sustainable business at manageable risk. Our areas of focus are the Middle East, as one of the world’s fastest growing aviation hubs, and the Asia Pacific region where rapid growth in the demand for air travel will require airport expansion and advanced airspace management. We now have offices in Dubai, Oman and Singapore to support our customers in these regions. Our strategy depends on continuing to develop our commercial capabilities and partnerships. Our people strategy focuses on the recruitment, succession planning and talent development required to deliver our strategy. We also have strategies for safety, the environment and technology which are discussed later in this report. In conclusion, I am extremely proud of our overall performance last year. Looking to the year ahead we are well positioned to address the challenges that we expect and I am confident that we will continue to deliver the services and value that our many stakeholders rely on. Martin Rolfe Chief Executive Officer Strategic Report
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