INTEGRATED REPORT 2019
Performance Review
The last 25 years have afforded us the opportunity of turning nine independent airports into a world-class network of facilities; whilst developing institutional expertise as well as an enviable reputation in building, operationalising and commercialising airports.”
Performance report back
Strategic objectives | Impact | KPI | Assurance |
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Create value for our shareholders Aligned to: All three strategic pillars |
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Deliver return on equity (ROE) (Group) More details |
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Diversify the business portfolio Aligned to: All three strategic pillars |
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Generate realised non-core income More details |
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Enhance non-aeronautical revenue as a percentage of total revenue More details |
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Increase our reputation through demonstrated business excellence Aligned to: All three strategic pillars |
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Improve Reputation Index measure More details |
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Increase stakeholder satisfaction through effective partnership Aligned to: All three strategic pillars |
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Assessment by our airport operations and commercial stakeholders of our airport operations services and interactions rendered More details |
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Improve passenger experience through demonstrated operational excellence Aligned to: All three strategic pillars |
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Assess passenger customer service More details |
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Improve connectivity to the regions we serve Aligned to: Run airports and develop airports |
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Grow regional airport departing capacity More details |
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Contribute to increase traffic through the airports we operate Aligned to: Run airports and develop airports |
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Increase O.R. Tambo International Airport connectivity index More details |
Metric | FY2018/19 target | Target achieved | FY2018/19 actual | FY2017/18 actual | FY2016/17 actual | 2025 target |
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% | 5.1 | 0.7 | 2.5 | 10.1 | 10 | |
R million | 33 | 58.6 | 59.6 | 50.75 | 200 | |
% | 48 | 47 | 47 | 37.3 | 57.5 | |
Weighted average | ≥ 60 | 67.2 | 63.1 | 63.1 | ≥70 | |
Rating from 1 (poor) to 5 (excellent) | 3.6 | 3.67 | 3.5 | 3.7 | >4.0 | |
Rating from 1 (poor) to 5 (excellent) | 4.00 | 3.97 | 4.08 | 4.05 | All airports in top 15 in their size category globally | |
% increase in regional departing capacity over the previous year | 0 | 1.48 (2 798 010) | -2.6 (2 757 326) | 2 829 693 | 10 | |
Number of available seats to each destination | ORTIA connectivity score: 133 | 139 | 135 | 46.86 | 70 |
Strategic objectives | Impact | KPI | Assurance |
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Provide equitable access to safe airports in all South African regions to allow more people to fly Aligned to: Grow our footprint |
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Participation in non-Airports Company South Africa airports in South Africa More details |
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Promote regional integration and localisation of our airports Aligned to: All three strategic pillars |
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Create job opportunities More details |
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Support black business entrepreneurship Aligned to: All three strategic pillars |
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Grow black business share in operational and developmental spend More details |
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Grow black business share of commercial revenue generated More details |
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Maintain and improve our contribution to broad-based black economic empowerment Aligned to: All three strategic pillars |
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Achieve B-BBEE Level More details |
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Leadership Culture Index Aligned to: All three strategic pillars |
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Leadership Culture Index Survey More details |
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Achieve a demographically representative workforce Aligned to: Run airports and develop airports |
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Promote employment equity More details |
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Foster a positive employee workforce and environment Aligned to: All three strategic pillars |
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Employee Satisfaction Survey (ESAT) More details |
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Reduce our environmental impact Aligned to: All three strategic pillars |
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Establish an ACI carbon accreditation level More details |
Metric | FY2018/19 target | Target achieved | FY2018/19 actual | FY2017/18 actual | FY2016/17 actual | 2025 target |
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Advisory service man days provided to non-Group airports in South Africa | 50 | 243 | 82 | 92.6 | Airports in all South African provinces | |
Number of job opportunities | 29 382 | 30 684 | 24 741 | 24 018 | 50 000 | |
% | 51 | 51 | 61 | 46 | 65 | |
% | 51 | 54 | 59 | 51 | 65 | |
B-BBEE as per the code | Level 3 | Level 2 | Level 2 | Level 3 | Level 1 | |
% | 70 | 80 | 78.6 | 77.25 | ≥80% | |
% increase in regional departing capacity over the previous year | 0 | 1.48 (2 798 010) | -2.6 (2 757 326) | 2 829 693 | 10 | |
% | 92.4 | 93.9 | 93.3 | 92.7 | Achieve a demographically representative Group workforce (against EAP) per level | |
Rating from 1 (poor) to 5 (excellent) | 3.31 | 3.55 | 3.5 | 3.31 | 4.2 | |
ACI level as per mapping certification criteria | Attain ACI Level 2 Reduction certification for at least one airport | Attain ACI Level 2 Reduction certification for ORTIA and CTIA | Attained ACI Level 1 – mapping certification for KSIA, and PLZ | Attained ACI Level 1 – mapping certification for ORTIA, CTIA, KSIA, and PLZ | ACI Level 3 optimisation certification for at least one airport |