Common use of STRATEGIC OWNERSHIP GOALS Clause in Contracts

STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives (from an ownership perspective) for The CIAA for the 2013/14 financial year are as follows: PROVIDING AN EXCEPTIONAL CUSTOMER EXPERIENCE • Develop standards of performance in customer service • Improve and enhance facilities of the airports • Creating and maintaining a culture of service excellence GROWING THE BUSINESS • Enhance revenue opportunities • Improve efficiency of processes so as to reduce costs • Utilize benchmarking and surveying processes so as to maintain competitiveness CREATING A SAFE AND SECURE ENVIRONMENT • Maintaining and exceeding compliance with international regulations • Develop more cost-effective and efficient provision of security services • Develop the cultures of safety and security DEVELOPING QUALITY TALENT MANAGEMENT • Develop a comprehensive training program • Develop a talent management program • Develop a reward and recognition program

STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives (from an ownership perspective) for The CIAA for the 2013/14 2014/15 financial year are as follows: PROVIDING AN EXCEPTIONAL CUSTOMER EXPERIENCE •  Develop standards of performance in customer service •  Improve and enhance facilities of the airports •  Creating and maintaining a culture of service excellence GROWING THE BUSINESS •  Enhance revenue opportunities •  Improve efficiency of processes so as to reduce costs •  Utilize benchmarking and surveying processes so as to maintain competitiveness CREATING A SAFE AND SECURE ENVIRONMENT •  Maintaining and exceeding compliance with international regulations •  Develop more cost-effective and efficient provision of security services •  Develop the cultures of safety and security DEVELOPING QUALITY TALENT MANAGEMENT •  Develop a comprehensive training program •  Develop a talent management program •  Develop a reward and recognition program

STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives (from an ownership perspective) for The CIAA for the 2013/14 2014/15 financial year are as follows: PROVIDING AN EXCEPTIONAL CUSTOMER EXPERIENCE • Develop standards of performance in customer service • Improve and enhance facilities of the airports • Creating and maintaining a culture of service excellence GROWING THE BUSINESS • Enhance revenue opportunities • Improve efficiency of processes so as to reduce costs • Utilize benchmarking and surveying processes so as to maintain competitiveness CREATING A SAFE AND SECURE ENVIRONMENT • Maintaining and exceeding compliance with international regulations • Develop more cost-effective and efficient provision of security services • Develop the cultures of safety and security DEVELOPING QUALITY TALENT MANAGEMENT • Develop a comprehensive training program • Develop a talent management program • Develop a reward and recognition program