NATS-Annual-Report-2015

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Annual Report and Accounts 2015 | NATS Holdings Limited Strategic Report 40 People and corporate responsibility People We recognise that employee engagement has a real impact on the group’s performance. This is particularly relevant as NATS faces some significant challenges in delivering the plan for RP2 and our existing and new contracts, including Project Marshall. Given this context it was important to understand how staff felt about the group. Earlier in the year 2,970 employees (67%) responded to our staff opinion survey. In addition, 215 staff participated in focus groups to consider the key themes emerging from the survey. Since the results were published the executive team has spent time with all areas of the business to update staff on strategic developments, performance and priorities. Updates are also provided monthly for managers to discuss with their teams and action plans have been developed to address those areas staff felt less positive about. Development of our people and the way we manage that talent is an important determinant of performance. We continued to roll out our succession and personal development programme called PATH. This provides staff with access to the latest thinking and developments in business practice and enhances the skills and competencies required for their current and future roles. It also ensures NATS has the capability and resilience in its talent pool to support customer service. This year PATH offered a mentoring programme to support personal development. Developing leadership skills is an important factor in managing the changes that we will ask our staff to support over the RP2 period. Within NERL deploying new technology will shape the way we organise our workforce and deliver our service. In response to the challenges facing NATS Services we are reviewing its organisation. We expect to vacate our office near Heathrow airport by the end of March 2016 and relocate staff to our head office or to the Swanwick Control Centre, and we are seeking to reduce headcount in NATS Services by up to 20% through voluntary redundancy and staff turnover. We have consulted and engaged with Trades Unions on these proposals and staff reductions are being managed after careful consideration of the resource required to maintain safety standards and performance levels. Corporate responsibility We are committed to playing our part in limiting the impact of our operations on the environment. Our strategy is to: improve airspace efficiency to reduce aviation CO 2 emissions, fuel burn and noise; reduce the impact of our facilities and travel on the environment; and to support local communities. Environmental performance (financial year unless otherwise specified) 2015 2014 Enabled reductions in CO 2 emissions 4.3% 2.2% (calendar year) 3Di score (calendar year) 23.2 23.7 Scope 1 emissions (tonnes CO 2 ) 1 2,660 2,528 Scope 2 emissions (tonnes CO 2 ) 1,2 30,138 29,688 Intensity (tonnes CO 2 per £m of revenue) 35.5 35.1 Waste (tonnes) 2 451 354 Energy consumption (GWh) 73.6 80.3 Water consumption (m 3 ) 47,032 50,563 The data has been collected using the financial control approach and covers the UK sites of the NATS Group. 1 Measured and reported in accordance with the DEFRA guidance (2013) on greenhouse gas emissions reporting 2 Corporate & Technical Centre and the Swanwick and Prestwick air traffic control centres Strategic Report
Annual Report and Accounts 2015 | NATS Holdings Limited Strategic Report 41 People and corporate responsibility (continued) Minimising the environmental impact of Air Traffic Management (ATM) The environmental impact of ATM is a key issue for our customers, regulators and communities. We have a number of targets that reflect our customers’ high priority for reduced CO 2 emissions and fuel burn. These include: > A strategic target to reduce ATM related CO 2 emissions by an average 10% per flight by 2020, from a 2006 baseline. This applies to UK and North Atlantic airspace and airport tower services; > Annual flight efficiency target (3Di), which financially incentivises our performance in line with our strategic target. 3Di measures the efficiency of flight profiles in UK airspace; > Specific short term fuel savings targets agreed annually with customers via the OPA and the Fuel Efficiency Partnership (FEP). These target UK and North Atlantic airspace and airport tower services. Our strategic target is challenging but is achievable and supported by the investments assumed in RP2 and other short term procedural and tactical changes we have planned. Each of our operational units has embedded business plan targets to deliver this outcome. We are targeting a reduction of 32,000 tonnes in CO 2 emissions in calendar year 2015. Following an external review of our methodology for calculating the enabled savings in fuel and CO 2 emissions from airspace changes and day to day improvements, we have restated our baseline and values reported since 2008 to enhance the precision of our reporting. a. Progress in 2015 To monitor progress against our strategic target, we set ourselves an interim target to reduce ATM related CO 2 emissions by an average 4% per flight (from a 2006 baseline) by the end of calendar year 2014. We actually achieved 4.3%, which equates to a reduction in CO 2 emissions of over 1 million tonnes, or around £117m per annum in enabled fuel savings per annum to airline customers. This had improved to 4.55% at 31 March 2015. The improvements are the result of changes to UK airspace that allow for more direct routes and improved vertical profiles; the use of more efficient procedures, such as continuous instead of stepped climbs and descents; and the introduction of new air traffic control technologies. Many changes to UK airspace and procedures have been made over the past six years to provide more efficient routes to airlines. This includes more flexible use of military airspace when not in use, which has reduced CO 2 emissions by 30,000 tonnes alone, and the use of controller tools that provide the most efficient altitudes across the North Atlantic which has enabled a reduction of 110,000 tonnes of CO 2 emissions. In 2014 NATS developed a tool which combines radar data with NATS’ 3Di airspace efficiency metric to produce a graphical representation of every flight in UK airspace. This enables controllers to review the 3Di score for every flight handled on their shift and to identify operational improvements by analysing the efficiency of flight profiles. Since April 2014, NATS has reduced airborne holding times through better arrivals management, saving airlines over £1 million in fuel and reducing CO 2 emissions by 7,000 tonnes. Financial years ended Tonnes (‘000s) 2008 2009 2010 2011 2012 2013 2014 2015 Fuel enabled savings 6 3 25 16 41 35 21 189 CO 2 enabled savings 17 11 80 52 131 113 66 602 Strategic Report
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NATS-Annual-Report-2015

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