| As defined in our Sustainability Framework |
The financial, physical, intellectual, human, social, relationship and natural resources we make use of in running the Group |
What we do |
What we deliver |
How we create, preserve or erode value internally and externally in the short, medium and long-term |
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Business Sustainability and Growth
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Manufactured Capital
- Nine airports and the related infrastructure, equipment and systems needed to process arriving and departing aircraft, passengers, and cargo.
Intellectual Capital
- Nearly three decades of knowledge and experience directly related to running airports successfully
- Robust governance structures rooted in an ethical culture
- Proprietorial systems and procedures
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- Comply with local and international principles of good governance
- Participate in and contribute to legal and regulatory processes
- Develop, implement, monitor and assess strategies and plans
- Develop, implement, monitor and assess budgets and financial reports
- Identify and mitigate business risks
- Manage infrastructure and assets
- Manage operations and the quality of service delivery
- Engage with all stakeholders
- Manage the business’s finances
- Manage the business’s human resources
- Manage the business’s IT
- Create an environment for innovation
- Manage the business’s supply chains
- Manage the delivery of corporate services
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- Demonstrably compliant corporate governance
- Legal and regulatory compliance
- Fit-for-purpose corporate and divisional strategies and plans
- Well-managed budgets at organisational, divisional and departmental level
- Fit-for-purpose risk management protocols
- Infrastructure and asset management processes, procedures and controls
- Operational management processes, procedures and controls
- Stakeholder engagement protocols and procedures
- Financial management processes and procedures
- Human resources management processes and procedures
- Training and development
- Fit-for-purpose and secure IT
- Technological, process and management innovations
- Secure supply chains management
- A well-recognised and respected corporate brand
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Financial outcomes
Added value:
- Aeronautical revenue
- Non-aeronautical revenue
- Non-core revenue
- Clean audits
- A significant contribution to GDP
Eroded value:
- While external factors have impacted on our revenue over the past four periods and therefore on our contribution to GDP, revenue has, been steadily improving since the implementation of our Recover and Sustain Strategy
Infrastructure outcomes
Added value:
- Well-managed and maintained airports that provide a level of service aligned to our vision and corporate plan
- Future-focused growth and development plans
- ACI Health Accreditation at all of our airports
- Compliance with local and international environmental standards
Eroded value:
- While many infrastructure development projects had to be shelved during the Covid-19 pandemic, we have reassessed our infrastructure development programme over the past two periods and many projects that were previously on hold have been reinstated
Intellectual outcomes
Added value:
- Established and compliant governance structures
- A strong culture of ethics that is constantly reinforced
- Exceptionally strong data collection and management protocols
- Valuable intellectual property
- Technological innovations to improve the passenger and stakeholder experience
Eroded value:
- While we had to implement tactical reductions in staff numbers and institute other cost containment measures over the past three periods, which resulted in an erosion of our institutional knowledge and intellectual capital, we have been actively addressing this deficit over the past two periods and are employing suitable candidates to address this imbalance
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Our People and Society
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Human Capital
- Knowledgeable and highly experienced key personnel
- A lean, well-trained, and productive workforce
- An employee profile that reflects national demographics
- An ethical culture
- An active business transformation programme
Social and Relationship Capital
- Strong relationships with all stakeholders
- Memberships of local and international industry bodies
- Proactive engagement with the communities in which we operate
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- Develop, implement, monitor and assess human capital, social and relationship strategies and plans
- Maintain an extensive training and skills development programme
- Engage with all stakeholders
- Deliver a full range of passenger and stakeholder services
- Provide technical advisory and consulting services
- Engage with local and international regulatory and industry bodies
- Engage with our aviation partners
- Engage with the communities in which we operate
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- Fit-for-purpose people, engagement and culture management strategies and plans
- Well-trained, appropriately skilled and actively supported workforce
- Input into legal and regulatory frameworks
- Integrated passenger and airport management services
- Service innovations
- Technology innovations
- Active CSI Programme
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Human resources outcomes
Added value:
- Lean and flexible organisational structure
- Measurable performance management and skills development programmes
- Comprehensive employee wellbeing programmes
- Recognition, incentives and awards
- Bursaries for employees and dependants of employees
Eroded value:
- During and immediately after the Covid-19 pandemic, tactical reductions in staff numbers impacted on employee wellbeing and eroded our service delivery capabilities but we are now actively recruiting and training personnel to address this deficit
Social and relationship outcomes
Added value:
- A substantial contribution to GDP
- Income for employees, suppliers and other partners
- Employee advancement
- Level 2 B-BBEE accreditation
- Education and social development through our CSI programme
- Support for the National Development Plan (NDP) and the UN Millennium Development Goals
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Our environment
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Natural Capital
- Land
- Water
- Air
- Fuel
- Electricity
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- Manage the land we own and contribute to the management of the land around our airports
- Manage our water usage
- Manage our emissions and the impact of our business on air quality
- Manage our fuel usage
- Manage our use of grid electricity and supplement it with energy derived from alternative sources
- Manage noise in and around our airports
- Manage waste and recycle all materials that can be recycled
- Manage the impact of our operations on birds and wildlife and minimise the possibility of bird and wildlife strikes on aircraft
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- Fit-for-purpose environmental management strategies and plans
- Engaged, compliant and cooperative environmental management policies and practices
- Consistent reduction in the use of grid electricity
- Incremental increase in the use of alternative energy sources
- Humane and ecologically sound bird and wildlife management practices
- Consistent innovation in environmental management
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Environmental outcomes
- ACI airport carbon accreditation certification at all nine airports
- ISO 14001:2015 Environmental Management accreditation at all nine airports
- Corporate headquarters that are accredited by the Green Buildings Council
- Recycling of hundreds of tonnes of waste annually
- Four of our airports are equipped with solar farms
- Construction of a fifth solar farm is in progress
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