Our strategy to
2040

Our purpose

To advance
aviation, keep
the skies safe

Our values

We are respectful

We are one team

We are courageous

We are safe

We value everyone regardless of background. We treat each other, customers, partners and suppliers with dignity and professionalism. We acknowledge the value each of us brings, our differences, and our contributions. We also respect the world in which we operate, always acting responsibly and hold ourselves to the highest standards.

We are one team - We accomplish more together. We share knowledge and collaborate, both within functions and across divisions so our successes are shared across the business. We put team goals ahead of personal ones, trust each other to deliver on commitments and support each other to develop the capabilities of the company. We are One Team.

We are courageous - We have the courage to think differently, to speak up and create a positive working environment in pursuit of our goals and to strive for better. Our courage develops excellence in our people and in our practices. It also advances our products, our services and provides us with safe, sustainable & efficient solutions that we are proud of.

We are safe - Safety is and will continue to be, our core value. Our commitment to the safety of our people, operations and positive safety culture remains consistent, unwavering and permeates everything that we do as we address an evolving working environment and the challenges brought about by the expansion of types of airspace users and the introduction of new technologies.

Our objectives

We are a top 25 UK company to work for

Our employees have an attitude of innovation and continuous improvement, which through technology and automation ensures we are seen as the leading provider of advanced services, products and solutions in our marketplace.

Our employees have fulfilling careers, achieving outstanding results for themselves and our company, whilst maintaining balance with personal commitments and desires.

 

We are relied on by every airspace user

We are relentless in our pursuit of safety, for all airspace users, whoever they are now and whoever they may be in the future.

We constantly evolve our global propositions, delivering an unparalleled customer experience.

We are entrusted to maintain and develop airspace as critical national infrastructure, the efficient use of which is essential to aviation's ability to contribute to UK economic growth.

 

We are carbon negative

We have minimised our direct environmental impact and are carbon negative across our estate.

Additionally, we are supporting the reduction of aviation's impact on the environment thereby ensuring aviation's crucial role in the UK's economy.

We prioritise working with our customers and partners to find more sustainable solutions, including providing efficient routings to minimise the emissions of air traffic in our airspace.

 

We deliver an additional £500m p.a revenue

We provide a broad set of propositions to all airspace users and across diverse markets, with greater emphasis on generating long term revenues.

We work with a set of carefully selected partners to develop and deliver new business solutions both in the UK and internationally. The rapid evolution of our business environment means that relationships are absolutely key to the success of the business.

Our company in 2040

Passionate about aviation, we step forward and seize the opportunities across our evolving industry. Our talented team creates and operates sustainable solutions for all airspace users. Advanced products and services using the latest data, technology and automation result in the skies being safe, efficient and cleaner for everyone. It is why we are proud to connect airspace users, partners and customers in the UK and around the world.

Our strategy to
2040

Advancing aviation, keeping the skies safe – it's what we do and who we are.

As we look forward, it's time for us to write the next chapter in our dynamic story.

We've shown we can get through tough times. Now it's time to realign and reconnect to our purpose, values, who we are and where we want to go as an organisation.

The foundation of our strategy to 2040 is built on what we had before. It connects our business needs to the things you care about - a safe service, an inclusive and diverse culture where all colleagues can thrive, a carbon-negative future and a sustainable and profitable business.

Our strategy sets out our path towards 2040. It explains what we all need to do to have a positive impact on our tomorrow and the tomorrow of those who will follow us.

We have a clear vision about the organisational and business goals we need to thrive.

But it's every single one of us who will bring our strategy to life. Through everything we do, every single day, we will help write the next chapter in the story of an evolving and exciting aviation industry.

Let's make our story one that will inspire generations to come.

Defined by the things we care about, our strategy is driven by our purpose, values and objectives

Advancing aviation, keeping the skies safe – it's our purpose and we are passionate about it.

Through our strategy to 2040, we'll deliver our purpose by proudly living our four values every day.

We'll be safe, act as one team, we'll be respectful and courageous.

By 2040

We'll be a Top 25 UK company to work for

Every airspace user will rely on our services

We'll be carbon-negative

We'll be delivering an additional £500m in revenue per year

  • Explore

    We want to retain our brilliant people and attract the best new talent. Inclusion, career development and wellbeing are front and centre. We're working in a safe and diverse environment that encourages innovation and continuous improvement.

  • Explore

    We're relentless in our pursuit of safety, for all airspace users and everyone who works with us and for us. We're delivering the UK's ATM service and a single unsegregated airspace. We're constantly evolving and leading our industry to meet ever more complex technical demands. We're solving the issues our customers face through our innovation and pioneering technology.

  • Explore

    We've minimised our direct environmental impact and we are carbon negative across our estate; we've limited waste and invested in carbon capturing technology. We're leading on reducing our industry's impact on our planet and working with our customers to help them do the same.

  • Explore

    We achieve by being sustainable and commercially successful. We partner with customers, selected partners, suppliers and innovators to develop and deliver new solutions in the UK and beyond. We work in an efficient culture, delivering value for money and cost efficiencies every day. We've adapted to the big changes in our industry, and we’re focusing on R&D and innovation. We're nimble and agile and forging new industry relationships. We understand our customers and their needs, we think long term.

Our Strategic Goals

  • We are a top 25 employer

    Strategic Objective

    Strategic Goals

    Goals for 2025

    Goals for 2030

    Goals for 2035

    Goals for 2040

    We are a top 25 employer

    Progressing within Best Companies index
    (By 2023) We are benchmarked in the Best Companies to work for index.
    We have advanced so that we are ranked in the Top 250* UK companies to work for.
    We have advanced so that we are ranked in the Top 100* UK companies to work for.
    We have advanced so that we are ranked in the Top 25 UK companies to work for.
    Prioritising Diversity and Inclusion
    (By 2023) We we are a member of Inclusive Companies with a specific focus on recruitment and succession.
    We have implemented best practice and continue working towards being an Inclusive Companies Top 50 UK Employer.
    We have advanced so that we are ranked in the Top 100* UK companies to work for.
    We continue to improve our position in the Inclusive Companies Top 50 ranking.
    Creating a fantastic employee experience

    At least 40% of our employees describe their 'Employee Experience' as that of a Top 25 Company.

    At least 75% of our employees describe their 'Employee Experience' as that of a Top 25 Company.

    At least 90% of our employees describe their 'Employee Experience' as that of a Top 25 Company.

    All our employees describe their 'Employee Experience' as that of a Top 25 Company.

    At least 40% of our employees describe themselves as having fulfilling careers.

    At least 75% of our employees describe themselves as having fulfilling careers.

    At least 90% of our employees describe themselves as having fulfilling careers.

    All our employees describe themselves as having fulfilling careers.

    Our core behavioural competencies are practised by at least 75% of our employees.

    Our core behavioural competencies are practised by all of our employees.

    Our core behavioural competencies continue to be practised by all of our employees.

    Our core behavioural competencies continue to be practised by all of our employees.

    Progressing within Best Companies index

    (By 2024) we have designed the NATS Operating Model required to deliver our Strategic Objectives.

    (By 2027) we have adopted the NATS Operating Model required to deliver our Strategic Objectives.

    We continuously improve and innovate the NATS Operating Model required to deliver our Strategic Objectives.

    We continuously improve and innovate the NATS Operating Model required to deliver our next Strategic Objectives.

    (By 2024) our Skills and Capabilities are clearly defined in the NATS Operating model design.

    Our Skills and Capabilities are clearly defined against maturity frameworks, and practiced by at least 75% of our employees.

    Our Skills and Capabilities are clearly defined against maturity frameworks, and continue to be practiced by all of our employees.

    Our Skills and Capabilities are clearly defined against maturity frameworks, and continue to be practiced by all of our employees.

  • Every airspace user relies on our services

    Strategic Objective

    Strategic Goals

    Goals for 2025

    Goals for 2030

    Goals for 2035

    Goals for 2040

    Every airspace user relies on our services

    Focusing on Safety

    We are relentlessly implementing continuous improvement in safety, as evidenced by our delivery of safety performance.

    The UK sets the benchmark for the safe integration of all airspace users.

    There are no safety incidents to which NATS has contributed to in our airspace.

    We have set the Global Safety Standard for Airspace Users with NATS leading the transition for new types of users across industry boundaries.

    We have a One Team Safety culture, which is Just, encourages reporting, facilitates learning and is proactively improving as evidenced by our safety culture survey.

    Our safety culture is embedded through-out our E2E supply chain, as evidenced by our safety culture survey and the safety culture surveys of our suppliers.

    Our safety culture is consistent with and embedded within our airspace users and neighbouring ANSPs, as evidenced by our safety culture survey and the safety culture surveys of our airspace users and neighbouring ANSPs.

    Our safety culture is recognised as a global benchmark.

    A career development programme has been established for safety practitioners, to set the standard and ensure we have the right skills and capabilities to apply industry best practice.

    Attitudes to and expectations of humans and technology are informed and consistent, throughout the business.

    Our safety culture is consistent with and embedded within our airspace users and neighbouring ANSPs, as evidenced by our safety culture survey and the safety culture surveys of our airspace users and neighbouring ANSPs.

    We have a robust method of designing and assuring the use of algorithms that evolve and adapt in the live operation.

    Safety accountabilities have shifted from controllers to the designers and maintainers of complex systems, the data they process and the information they present.

    Meeting our Customers needs

    Our airport and airline customers acknowledge the benefits of our daily facilitation of the UK network agreed plan.

    Our airport and airline customers (including new entrants) continue to acknowledge the benefits of our daily facilitation of the UK network agreed plan.

    Our airport and airline customers (including new entrants) continue to acknowledge the benefits of our daily facilitation of the UK network agreed plan.

    Our airport and airline customers (including new entrants) continue to acknowledge the benefits of our daily facilitation of the UK network agreed plan.

    We have deployed free route airspace over Scotland, SW England and Wales.

    We have deployed free route airspace over the whole UK.

    We have introduced flexible (dynamic) sectorisation in all free route airspace.

    We relentlessly focus on the efficiency and effectiveness of free route airspace.

    We will have designed FASI airspace and completed R&D for supporting QM tools.

    We will have deployed FASI systemised airspace and supporting QM tools across the UK.

    We relentlessly focus on the efficiency and effectiveness of systemised airspace.

    We relentlessly focus on the efficiency and effectiveness of systemised airspace.

    We have enabled VFR operations for air taxis ( piloted ), integrating air-taxis into UK airspace.

    We have deployed initial IFR infrastructure (airspace procedures, and tools) for air taxis (piloted) within controlled airspace.

    We have enabled full integration of air taxi (piloted) in all UK airspace and started trials for unpiloted air taxis.

    We operate unsegregated airspace, accommodating the requirements of all 'current' and future airspace users.

    We offer services to support initial regional BVLOS drone operations, air taxis and space launches by accommodating them in UK airspace.

    We offer services for BVLOS drones, air taxis and space launches to integrate their operations throughout UK airspace. We also offer services to supersonic flights.

    We offer automated UTM services for drones, space launches, and air taxis, leveraging the autonomous technology withing the aircraft. We also offer initial services to hypersonic flights.

    We offer UTM services for drones, space launches, air taxis and emergent users which are integrated into UK airspace. We also adopt the automated services for existing commercial air transport at all stages of flight throughout our network.

    We have modernised our services by operating Common Information Source and digitised Flight Information Services.

    We have modernised our services by operating core UTM services and enabled ATM/UTM integration.

    We have modernised our services by operating an assured total surveillance picture integrated with ATS systems for the Enroute and TMA environment

    All our systems will operate with embedded artificial intelligence and machine learning capabilities.

    Modernising our systems
    All our systems will operate with embedded artificial intelligence and machine learning capabilities.
    20% of our systems will operate with embedded artificial intelligence and machine learning capabilities.
    50% of our systems will operate with embedded artificial intelligence and machine learning capabilities.
    All our systems will operate with embedded artificial intelligence and machine learning capabilities.

  • We are carbon-negative

    Strategic Objective

    Strategic Goals

    Goals for 2025

    Goals for 2030

    Goals for 2035

    Goals for 2040

    We are carbon-negative

    Achieving net zero

    We will have reduced absolute Scope 1,2 and 3 GHG emissions by 41%.

    We will have reduced Scope 1,2 and 3 GHG emissions by 71%.

    We will have reduced Scope 1,2 and 3 GHG emissions by 100%.

    We will have maintained Scope 1,2 and 3 GHG emissions at net zero.

    We will have achieved at least an A- grade CDP each year and will continue to achieve this rating into the future.

    We will have maintained at least an A- grade CDP.

    We will have maintained at least an A- grade CDP.

    We will have maintained at least an A- grade CDP.

    We will have reduced electricity consumption by 19% (vs 2019).

    We will have reduced electricity consumption by 25% (vs 2019).

    We will have reduced electricity consumption by 30% (vs 2019).

    We will have maintained our electricity consumption as achieved in 2035.

    We will have increased our annual sourcing of renewable electricity to 98%.

    The NATS estate will only be powered by renewable electricity.

    The NATS estate will continue to be only powered by renewable electricity.

    The NATS estate will continue to be only powered by renewable electricity.

    We will have 50% of our suppliers (by cost) with science-based targets.

    We will have 60% of our suppliers (by cost) with science-based targets.

    80% of our suppliers (by cost) will be pursuing Net Zero ambitions and targets.

    100% of our suppliers (by cost) will be pursuing Net Zero ambitions and targets.

    Investing in carbon removal
    We have worked with the business to develop a carbon removal strategy.
    We have identified required resources and ringfenced for carbon removal capabilities.
    We have invested in carbon removal capabilities.
    We continue to invest in carbon removal capabilities.
    Delivering environmental benefit through our services
    Our services contain sustainability at their core to deliver an environmental benefit.
    All of our services contain sustainability by design to deliver an environmental benefit.
    All of our services contain sustainability by design to deliver an environmental benefit.
    All of our services contain sustainability by design to deliver an environmental benefit.

  • We deliver an additional £500m in revenue per year

    Strategic Objective

    Strategic Goals

    Goals for 2025

    Goals for 2030

    Goals for 2035

    Goals for 2040

    We deliver an additional £500m in revenue per year

    Growing our business

    We have advanced our products and services to deliver an additional £50m p.a. in revenue.

    We have advanced our products and services to deliver an additional £130m p.a. in revenue.

    We have advanced our products and services to deliver an additional £300m p.a. in revenue.

    We have advanced our products and services to deliver an additional £500m p.a. in revenue.

    Our research and innovation pipeline is developing recurring value propositions in service of our strategy.

    Our research and innovation pipeline is delivering recurring value propositions capable of generating £300m p.a in revenue per year.

    Our research and innovation pipeline is delivering recurring value propositions capable of generating £500m p.a in revenue per year.

    Our research and innovation pipeline is delivering recurring value propositions capable of sustaining £500m p.a in revenue per year.

    We generate £30m p.a. in recurring product and technology revenue underpinned by sophisticated data insights.

    We generate £100m p.a. in recurring product and technology revenue underpinned by sophisticated data insights.

    We generate £175m p.a. in recurring product and technology revenue underpinned by sophisticated data insights.

    We generate £250m p.a. in recurring product and technology revenue underpinned by sophisticated data insights.

    We generate £10m p.a. of revenue from delivering recurring products and services which align to our Sustainability Strategy.

    We generate £75m p.a. of revenue from delivering recurring products and services which align to our Sustainability Strategy.

    We generate £160m p.a. of revenue from delivering recurring products and services which align to our Sustainability Strategy.

    We generate £250m p.a. of revenue from delivering recurring products and services which align to our Sustainability Strategy.

    Leveraging strategic partnerships

    The strategic partnerships required to deliver our strategy are established.

    The strategic partnerships required to deliver our strategy are established and delivering growth.

    Our strategic partnerships are delivering growth and partnerships to help our customers deliver their own strategies have been established.

    Our strategic partnerships are working well to both deliver growth and help our customers achieve their own strategic goals.

    We will have reached agreement with the government, CAA and prospective customers, through consultation, on the scope of NATS’ future un/regulated services and the means of cost recovery.

    We will have implemented new regulatory mechanisms as part of NR28 to support investment in new services and infrastructure to support new types of customers.

    We will have updated our regulatory framework in agreement with our regulator as part of the NR33 plan, reflecting industry changes as markets mature.

    We will continue to update the regulatory framework in agreement with our regulator, as part of the NR38 plan, reflecting developments as markets evolve.

We each have a role

This next chapter is exciting. The industry is evolving, and we can already see the rewards our strategy and our will to succeed will give us. Today, tomorrow and for those that follow us.

We all have a role to play in writing the next chapter of our story. Through the decisions we make, the values we live and the behaviours we show.

Your story is our story. What role will you play?

  • Our employees are our future

    Our employees have an attitude of innovation and continuous improvement, which through technology and automation ensures we are seen as the leading provider of advanced services, products and solutions in our marketplace. We work collaboratively and share knowledge, inspired by new challenges and a determination to achieve excellence.

    Our employees have fulfilling careers, achieving outstanding results for themselves and our company, whilst maintaining balance with personal commitments and desires. Automation complements the strengths of our employees, enabling them to focus on adding value and creatively solving problems. Our employees are empowered to make decisions and drive change, accepting the associated accountability and developing into our future leaders.

    We apply industry leading methodologies, best practices and processes, learning from our external partners to ensure the most efficient implementation of innovations and services, as well as allowing us to recruit and retain the best talent. We celebrate the diversity of our colleagues, ensure inclusion and mutual wellbeing, treat each other with respect, and reward success.

    All aspects, including the structure of the organisation, reflect our strategic intent and our Operating Model ensures our flexibility to adapt to a changing environment, whilst delivering our strategic ambitions.







  • We are doing this because…

    • Our core asset is our people, without whom we cannot deliver services or transform our business. Being an employer of choice is key to recruiting and retaining the right talent
    • Wellbeing matters - physical and mental wellness is critical to all and drives better safety and performance. Diversity provides access to a wide talent pool and drives better business results
    • Technology and regulatory reform will transform work so training and development will be key to ensuring we equip people with the right skills to adapt, succeed and become future leaders
    • Pro-active yet considered automation allows people to focus on adding value
    • To ensure our organisation is flexible, agile and can make the right decisions in a fast changing environment we need to empower our people at lower levels of the organisation and give them autonomy and accountability

  • Seamless integration of all airspace users

    We ensure that all airspace users are able to operate in the safest, most environmental and cost-efficient way.

    We constantly evolve our propositions, products and services to deliver an unparalleled level of customer experience.

    We prioritise creating and maintaining a modernised airspace and delivering a range of critical services to meet the demands of all envisaged users (including commercial airliners, general and leisure aviation, military traffic, drones, urban air mobility vehicles, space transport) as well as currently un-envisaged users.

    Creating a single, unsegregated UK airspace is key to accommodating the requirements of all airspace users with the latest technological developments. This includes having artificial intelligence and machine learning embedded in our systems, allowing new users to seamlessly integrate with traditional ones and participate fairly in global airspace.







  • We are doing this because…

    • Critical services to customers are our long term future
    • Holistic management and oversight for all UK airspace ensures that all users have safe and fair access to the network. Unsegregated airspace is the only way to accommodate increasing volumes and diversity of new airspace users, simultaneously maintaining both safety and efficiency standards
    • The potential federation of service provision for particular user classes to other providers challenges the scope of a national air navigation service provider. A fully integrated and unsegregated airspace allows us to leverage synergies to develop and deliver services, strengthening our long term relevance
    • Our competitive advantage is built upon the wealth of knowledge in our company and our ability to offer not just one, but a whole package of solutions

  • Advancing UK's airspace

    We are entrusted to maintain and develop airspace as critical national infrastructure, the efficient use of which is essential to aviation's ability to contribute to UK economic growth.

    We continue to provide the UK's regulated ATM services. We are leading the master design of the UK's ATM Landscape, pioneering ATM technology, airspace architecture, structural change and innovation.

    We apply industry leading methodologies, best practices and processes, learning from our external partners to ensure the most efficient implementation of innovations and services, as well as allowing us to recruit and retain the best talent.







  • We do we have to do this?

    • Critical services to customers are our long term future
    • Holistic management and oversight for all UK airspace ensures that all users have safe and fair access to the network. Unsegregated airspace is the only way to accommodate increasing volumes and diversity of new airspace users, simultaneously maintaining both safety and efficiency standards
    • The potential federation of service provision for particular user classes to other providers challenges the scope of a national air navigation service provider. A fully integrated and unsegregated airspace allows us to leverage synergies to develop and deliver services, strengthening our long term relevance
    • Our competitive advantage is built upon the wealth of knowledge in our company and our ability to offer not just one, but a whole package of solutions

  • Relentless focus on safety

    We are relentless in our pursuit of safety, for all airspace users, whoever they are now and whoever they may be in the future.

    We are a thought leader for safety in airspace, providing expert advice to ensure that the evolution of our skies is tied to enhancing safety standards to the benefit of all users.

    Beyond safe operations, our safety culture is embedded in all aspects of our organisation. Building safety into the design of our processes and systems, and our behaviours, enables us to provide an exemplary, safe and resilient service to our customers every day.







  • We are doing this because…

    • The emergence of new airspace users and providers of traffic management services, along with an associated growth in traffic density, mean that the complexity of operational safety assurance continues to increase, thus our Safety Capabilities must continue to evolve
    • New airspace users will mean ATM will be increasingly complex. To ensure a safe, sustainable and efficient network, a step change in automation will be critical to take performance beyond normal human focused capability
    • Safety capabilities and systems must evolve to account for the increasing complexity of new technology, especially further automation
    • Safety Culture development is critical across the entire business, not just within the operation

  • The climate emergency

    We have minimised our direct environmental impact across our estate by achieving and maintaining carbon negativity, operating as efficiently as possible, limiting waste and investing in effective and efficient carbon capture capabilities; we were proud to meet our commitment to be a carbon net zero company by 2035 as part of our journey to carbon negativity.

    In addition, we pro-actively support the reduction of the wider aviation industry's impact on the environment, both directly and indirectly, ensuring aviation's crucial role in the UK's economy.

    We lead development of initiatives utilising advanced technological concepts to support our customers and partners in their own journeys to reduce their environmental impact.

    We prioritise working with our customers and partners to find more sustainable solutions, including providing efficient routings to minimise the emissions of air traffic in our airspace.







  • We are doing this because…

    • It's the right thing to do - climate change is a shared emergency and we all need to play our part
    • For aviation to survive in a climate crisis, it will need to adapt, exploiting emerging technologies which significantly reduce aviation's impact on the environment
    • As an island nation, aviation is an important enabler of the UK's economic prosperity. It allows the efficient movement of goods and people and provides the UK access to global markets. However, aviation is seen as a major contributor to global warming, so increasing sustainability by reducing emissions is crucial to support the long term viability of our industry
    • It helps our customers increase efficiency, reduce fuel burn, emissions and costs
    • Reputational benefit - it will help us recruit and retain staff and help the public see aviation in a more positive light

  • Our competitive edge

    Regulatory reform means we can trade with a broader set of customers and propositions.

    The pace of technology means R&D and Innovation are fundamental to competitiveness, with high quality data underpinning everything we do, including our offerings in the marketplace. We are agile in order to maintain our optionality, providing flexibility to choose the optimal development path to success.

    We continue to strengthen and protect our core capabilities to maintain our competitive edge. We protect our products, our data, our intellectual property, our research & development capabilities and our culture to provide resilience and continue to grow the business.

    We support our business units by embedding an efficiency culture within our organisation. It applies to how we manage all our day to day processes thereby creating cost efficiencies and ensuring we deliver value for money to our customers over the long term.










  • We are doing this because…

    • To drive growth as regulated income plateaus or declines due to substitutes to air travel and environmental concerns eroding traditional demand
    • Actively defend our industry position - competitors in new markets will threaten our existing core business
    • To underpin our future competitive edge, we must provide the most cost-effective, safe, resilient, and sustainable regulated and un-regulated services. Technological innovation is critical to achieving this
    • We must benefit financially from new airspace users and markets particularly, as growth of traditional revenue sources may flatten
    • We will need to compete not just on price and safety, but on sustainability, efficiency and resilience which will need to be part of our core customer offerings to defend our market position
    • Increasing competition and automation will continue to exert downward pressure on pricing. To ensure that we can bid competitively, we must offer our customers value for money, achievable only by effectively managing our cost base
    • We must operate efficiently and derive value for money for ourselves from our suppliers and workforce. Our services will continue to come under cost and efficiency pressure in the face of increasing competition and regulatory pressure

  • Partnering for growth

    We work with a set of carefully selected partners to develop and deliver new business solutions both in the UK and beyond. The rapid evolution of our business environment means that relationships are absolutely key to our long term success.

    We partner with our customers to drive improvements in services and achieve closer alignment with their strategies.

    We partner with suppliers and innovators to help us win new contracts, leveraging complementary capabilities, sharing our expertise to develop new solutions.

    As a business we prioritise our relationships with our stakeholders including customers, suppliers, academia, other innovators, and regulatory agencies. These relationships are characterised by mutual understanding and trust, and centred on careful listening, collaboration, accommodation of requests, anticipation and prioritisation of needs.







  • We are doing this because…

    • Collaborating is becoming more important to maintain competitiveness in a fast paced world. Increasingly our commercial offerings require us to assemble multi-disciplinary teams with external partners
    • Accommodating increases in complexity and new airspace users will create new opportunities, but also come with increased costs and risks. We'll need the skills of selected partners to enhance and complement our own capabilities, remain competitive, and access new markets. Partnering will help to reduce our risk exposure and expedite development
    • Many factors including technology, innovation, digitalisation and decarbonisation, will drive the transformation of aviation over the next few decades. It is likely that for the changes to be effective, a change in the regulatory framework would be necessary. It will be crucial for us to influence and shape such a change and therefore our relationship with CAA will be more important than ever
    • Speed of change will be driven by the quality of our relationships with our stakeholders. To effectively influence such conversations and drive outcomes that benefit ourselves and our stakeholders, it's critical that we are perceived as a trusted partner rather than a supplier

  • Market leading propositions

    We provide a broad set of propositions to all airspace users and across diverse markets, with greater emphasis on generating long term revenues.

    Our UK business provides the foundation for our successful and sizeable international business. Knowledge sharing across our businesses enables the continuous improvement of our propositions.

    Our propositions have evolved from being dominated by service provision to a portfolio of products powered by sophisticated data insights, as well as services.

    An in-depth understanding of customer value and our innovativeness allows us to propose and develop value based services which have underpinned the reshaping of the regulatory environment. We deliver many of these services on a commercial basis as a result of our class-leading operational excellence, safety performance and cost-effectiveness.

    The latest technological developments in electronic conspicuity and automation improve the service we provide our customers and the resilience of our operation, as well as reducing the cost of our operation, collectively enhancing the value of our business.

    We protect and leverage our expertise and knowledge, enabling us to continue to be the premier UK provider of airspace management services and solutions.







  • We are doing this because…

    • To grow our commercial business and thereby enhance value to our stakeholders we must remain competitive. This can only be achieved by continuously developing innovative products, solutions and services for our customers, exceeding their expectations
    • Exploitation of data sources will increase across all industries and underpin our future customer propositions. The differentiator will be ensuring data is high quality, relevant, structured in the right format and creating useful insights
    • We need to operate in markets that allow us to generate high margins with long term returns from our services, products and contracts
    • Customers expect continuous innovation in our products and services, including the way in which they are delivered
    • Reduces risk by diversifying how and where we earn our income