2023-2028

RFDS (Queensland Section) Strategy

stretching our wings

Acknowledgement of Country RFDS (Queensland Section) acknowledges the Traditional Owners of the land and communities in which we work. We pay our respects to Elders past, present and future.

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growing

TO GE THE R, TOWARDS 100

3

stretching our wings

Acknowledgement of Country RFDS (Queensland Section) acknowledges the Traditional Owners of the land and communities in which we work. We pay our respects to Elders past, present and future.

2

growing

TO GE THE R, TOWARDS 100

3

our journey

IS SHARED. OUR SPIRIT IS

strong

This artwork tells the story of the Royal Flying Doctor Service (RFDS) in Queensland. It is a story that began long ago and will continue far into the future. A story of a deep connection to people and place. At the heart of the artwork sits RFDS; encapsulated by the central circular element. Just like RFDS’s role in modern Queensland, this element is a unique and central part of the artwork; it is the starting point of its narrative and the linchpin on which RFDS’s artwork story is told. The propeller engine is synonymous with flight, and its subtle inclusion as part of the expanded central element pays tribute to not only the RFDS’s storied heritage, but its current and future journey of working towards being a more inclusive and welcoming service. Growth is vital to RFDS and is represented by the five unique ‘growth pillar’ elements on the right-hand side of the artwork. The six ‘services’ elements shining brightly in Sky Country above pay tribute to not only traditional First Nations methods of navigating by the stars, but how early pioneers of flight did so too. The rich colours shown throughout are drawn from the diverse Countries of Queensland from the ocean to the desert. Every element is a part of the story; everything is connected. The connections represented in the artwork are in pairs of straight lines, symbolising RFDS flight paths all over the state. These connections keep our communities strong and are built on the dedication, care and hard work that RFDS has offered Queenslanders for close to 100 years. The artwork concept and narrative was developed by David Williams. David is a proud Wakka Wakka artist at Gilimbaa.

growing

TO GE THE R, TOWARDS 100

our journey

IS SHARED. OUR SPIRIT IS

strong

This artwork tells the story of the Royal Flying Doctor Service (RFDS) in Queensland. It is a story that began long ago and will continue far into the future. A story of a deep connection to people and place. At the heart of the artwork sits RFDS; encapsulated by the central circular element. Just like RFDS’s role in modern Queensland, this element is a unique and central part of the artwork; it is the starting point of its narrative and the linchpin on which RFDS’s artwork story is told. The propeller engine is synonymous with flight, and its subtle inclusion as part of the expanded central element pays tribute to not only the RFDS’s storied heritage, but its current and future journey of working towards being a more inclusive and welcoming service. Growth is vital to RFDS and is represented by the five unique ‘growth pillar’ elements on the right-hand side of the artwork. The six ‘services’ elements shining brightly in Sky Country above pay tribute to not only traditional First Nations methods of navigating by the stars, but how early pioneers of flight did so too. The rich colours shown throughout are drawn from the diverse Countries of Queensland from the ocean to the desert. Every element is a part of the story; everything is connected. The connections represented in the artwork are in pairs of straight lines, symbolising RFDS flight paths all over the state. These connections keep our communities strong and are built on the dedication, care and hard work that RFDS has offered Queenslanders for close to 100 years. The artwork concept and narrative was developed by David Williams. David is a proud Wakka Wakka artist at Gilimbaa.

growing

TO GE THE R, TOWARDS 100

Our vision Better health access and outcomes for regional, rural and remote communities.

Our mission Connecting regional, rural and remote communities to the finest healthcare and aeromedical services.

Safety and quality

Mutual care and respect

Our values Collaboration

Commercially astute Open and transparent Proud and passionate

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3

Our vision Better health access and outcomes for regional, rural and remote communities.

Our mission Connecting regional, rural and remote communities to the finest healthcare and aeromedical services.

Safety and quality

Mutual care and respect

Our values Collaboration

Commercially astute Open and transparent Proud and passionate

2

3

“Growth has always been an important part of our story.” Welcome to the next stage of our Towards 100 journey. Throughout our celebrated history, we have pushed the boundaries to deliver the finest care to regional, rural and remote communities. Since the opening of our very first Australian Inland Mission Aerial Medical Service in Cloncurry, Queensland, in 1928, we have grown in size, scope and reach. Growth has always been an important part of our story. And today, as we approach our 100th anniversary in 2028, it’s more important than ever. Our bold and ambitious five-year strategy is the foundation for an exciting new future for the RFDS in Queensland. It outlines how we will stay one step ahead of the forces of change around us and stay relevant for the coming decade and beyond. This strategy is a roadmap to guide everything we do to achieve our vision of better health access and outcomes for people in the bush. It’s about stretching our wings to grow and come closer to the communities we support. Thank you to everyone involved in shaping this strategy. For all of us, this is a remarkable opportunity to be part of our historical journey to 100 years, to be our best and deliver on our promise with passion. Together, and in partnership, we will reach even further to deliver the finest care to the people and families who rely on our support.

Meredith Staib Chief Executive Officer

4

growing

TO GE THE R, TOWARDS 100

5

“Growth has always been an important part of our story.” Welcome to the next stage of our Towards 100 journey. Throughout our celebrated history, we have pushed the boundaries to deliver the finest care to regional, rural and remote communities. Since the opening of our very first Australian Inland Mission Aerial Medical Service in Cloncurry, Queensland, in 1928, we have grown in size, scope and reach. Growth has always been an important part of our story. And today, as we approach our 100th anniversary in 2028, it’s more important than ever. Our bold and ambitious five-year strategy is the foundation for an exciting new future for the RFDS in Queensland. It outlines how we will stay one step ahead of the forces of change around us and stay relevant for the coming decade and beyond. This strategy is a roadmap to guide everything we do to achieve our vision of better health access and outcomes for people in the bush. It’s about stretching our wings to grow and come closer to the communities we support. Thank you to everyone involved in shaping this strategy. For all of us, this is a remarkable opportunity to be part of our historical journey to 100 years, to be our best and deliver on our promise with passion. Together, and in partnership, we will reach even further to deliver the finest care to the people and families who rely on our support.

Meredith Staib Chief Executive Officer

4

growing

TO GE THE R, TOWARDS 100

5

A pivotal time Better health access and outcomes Our Towards 100 journey began in 2019/20. This was a period of stability for our organisation as we laid the groundwork to get future-fit and prepare for the next decade. In 2021, we embarked on a significant transformational change program. Among a range of strategic initiatives, we improved our systems and processes, accelerated our technology development and invested heavily in new aircraft, equipment and base facilities. We embraced organisational-wide change while navigating the pandemic to help keep our people and communities safe and healthy. Through teamwork, optimism and our ability to deliver results, we succeeded.

This success prepares us for the next stage of our journey. We are at a pivotal time in our history. Community demand for our services is at an all-time high, we have more competition for funding and we are more digitally connected than ever before. The needs of our community and the environment we operate in are changing.

Patient-centred healthcare

The opportunities in front of us compel us to do more. This means coming closer to the communities we support and delivering new products, programs and services to meet their needs.

Enhanced service delivery

2023 – 2028

Growth strategy

Service delivery People

Organisation A new five-year strategy Five pillars for long-term growth Community

Innovation

2021/22 6

2019/20

Transformational change

Stabilisation

7

A pivotal time Better health access and outcomes Our Towards 100 journey began in 2019/20. This was a period of stability for our organisation as we laid the groundwork to get future-fit and prepare for the next decade. In 2021, we embarked on a significant transformational change program. Among a range of strategic initiatives, we improved our systems and processes, accelerated our technology development and invested heavily in new aircraft, equipment and base facilities. We embraced organisational-wide change while navigating the pandemic to help keep our people and communities safe and healthy. Through teamwork, optimism and our ability to deliver results, we succeeded.

This success prepares us for the next stage of our journey. We are at a pivotal time in our history. Community demand for our services is at an all-time high, we have more competition for funding and we are more digitally connected than ever before. The needs of our community and the environment we operate in are changing.

Patient-centred healthcare

The opportunities in front of us compel us to do more. This means coming closer to the communities we support and delivering new products, programs and services to meet their needs.

Enhanced service delivery

2023 – 2028

Growth strategy

Service delivery People

Organisation A new five-year strategy Five pillars for long-term growth Community

Innovation

2021/22 6

2019/20

Transformational change

Stabilisation

7

Our 2023-2028 Strategy

Our five-year strategy: Towards 100

Partnerships and collaboration

Safety and sustainability

As a team, we live our brand promise every day. We choose to be part of the RFDS because we value our organisation’s commitment to meet community needs anywhere, now and in the future.

It’s about stretching our wings to grow, as people and an organisation in five key areas:

When people need help, we’re there – delivering the finest care to the furthest corners of our state to make a real difference to the lives of people in the bush.

2. Growth in our community

GROWTH IN OUR

GROWTH IN OUR

3. Growth in our service delivery

People

Community

4. Growth in our innovation

This strategy is built around that promise. We will focus on what we do best while moving into new spaces that leverage our brand and reputation, strengths and capabilities. We will innovate, expand our services and deliver new products and programs to meet community needs.

5. Growth in our organisation

Create the best, future-ready workplace and culture for our people to grow.

Strengthen our presence, reputation and support at the heart of the communities we serve.

1. Growth in our people

These five areas are a high-level set of priorities that frame our directions for change and will help us organise and plan our work over the next five years.

Our promise The furthest corner. The finest care. GROWTH IN OUR

GROWTH IN OUR

Organisation

Service delivery

Grow and invest in our organisation, operations and infrastructure.

Support the health and wellbeing of our communities anywhere, anytime. GROWTH IN OUR

Innovation

Patients, families and community

8

growing

TO GE THE R, TOWARDS 100

Embrace our culture of innovation to drive growth, create value and lead the future of virtual health delivery.

Equity, culture and diversity

9

Our 2023-2028 Strategy

Our five-year strategy: Towards 100

Partnerships and collaboration

Safety and sustainability

As a team, we live our brand promise every day. We choose to be part of the RFDS because we value our organisation’s commitment to meet community needs anywhere, now and in the future.

It’s about stretching our wings to grow, as people and an organisation in five key areas:

When people need help, we’re there – delivering the finest care to the furthest corners of our state to make a real difference to the lives of people in the bush.

2. Growth in our community

GROWTH IN OUR

GROWTH IN OUR

3. Growth in our service delivery

People

Community

4. Growth in our innovation

This strategy is built around that promise. We will focus on what we do best while moving into new spaces that leverage our brand and reputation, strengths and capabilities. We will innovate, expand our services and deliver new products and programs to meet community needs.

5. Growth in our organisation

Create the best, future-ready workplace and culture for our people to grow.

Strengthen our presence, reputation and support at the heart of the communities we serve.

1. Growth in our people

These five areas are a high-level set of priorities that frame our directions for change and will help us organise and plan our work over the next five years.

Our promise The furthest corner. The finest care. GROWTH IN OUR

GROWTH IN OUR

Organisation

Service delivery

Grow and invest in our organisation, operations and infrastructure.

Support the health and wellbeing of our communities anywhere, anytime. GROWTH IN OUR

Innovation

Patients, families and community

8

growing

TO GE THE R, TOWARDS 100

Embrace our culture of innovation to drive growth, create value and lead the future of virtual health delivery.

Equity, culture and diversity

9

1. GROWTH IN OUR PEOPLE We will create the best, future-ready workplace and culture for our people to grow.

IN OUR WORDS

“While we’re spread out across Queensland, we’re all united in our mission and work together to achieve this; no matter the role or our location.” ADAM THRIFT, LICENSED AIRCRAFT

people 10

MAINTENANCE ENGINEER, CAIRNS

STRETCHING OUR WINGS

To deliver the finest care, we need to be and feel our best. To stretch our wings is to grow, thrive and flourish as One Team.

Why?

What will change?

We cannot do what we do every day without the people who bring our purpose and culture to life. Across our vast state, our growing team comes together with a shared passion to help others. We’re at our best when we work collaboratively, value our differences and are inspired and empowered to grow. As we grow as an organisation, a strong, sustainable workforce is fundamental to our success. We will work hard to attract the best people and support them with the flexibility and growth opportunities to flourish.

Over the next five years, we will undertake projects that grow and future proof our workforce. We will build the capacity of our leaders through our Leadership Conversations, Leadership Foundations and Emerging Leaders programs, implement new attraction and retention strategies and create a safe, sustainable work environment. We will continue to listen and learn from our teams at all levels, celebrate success and find new ways to improve our health, wellbeing and quality of life – especially for our shift workers, flight crews and people with young families.

Strategic initiatives to make this happen Future proofed workforce models Shared culture and aligned vision Leadership capability Diversity Safety in our workforce – health and wellness focus

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1. GROWTH IN OUR PEOPLE We will create the best, future-ready workplace and culture for our people to grow.

IN OUR WORDS

“While we’re spread out across Queensland, we’re all united in our mission and work together to achieve this; no matter the role or our location.” ADAM THRIFT, LICENSED AIRCRAFT

people 10

MAINTENANCE ENGINEER, CAIRNS

STRETCHING OUR WINGS

To deliver the finest care, we need to be and feel our best. To stretch our wings is to grow, thrive and flourish as One Team.

Why?

What will change?

We cannot do what we do every day without the people who bring our purpose and culture to life. Across our vast state, our growing team comes together with a shared passion to help others. We’re at our best when we work collaboratively, value our differences and are inspired and empowered to grow. As we grow as an organisation, a strong, sustainable workforce is fundamental to our success. We will work hard to attract the best people and support them with the flexibility and growth opportunities to flourish.

Over the next five years, we will undertake projects that grow and future proof our workforce. We will build the capacity of our leaders through our Leadership Conversations, Leadership Foundations and Emerging Leaders programs, implement new attraction and retention strategies and create a safe, sustainable work environment. We will continue to listen and learn from our teams at all levels, celebrate success and find new ways to improve our health, wellbeing and quality of life – especially for our shift workers, flight crews and people with young families.

Strategic initiatives to make this happen Future proofed workforce models Shared culture and aligned vision Leadership capability Diversity Safety in our workforce – health and wellness focus

11

2. GROWTH IN OUR COMMUNITY We will strengthen our presence, reputation and support at the heart of the communities we serve.

IN OUR WORDS

“We have a strong sense of community through our services and our ability to travel to the furthest corners of Queensland. As we continue to advocate for those communities, our ties will only get stronger.” RACHAEL MOULDEN, MEDICAL OFFICER, CHARLEVILLE STRETCHING OUR WINGS

Staying relevant and connected to our patients, partners and supporters is key to our future. To stretch our wings is to grow with and for all of our communities.

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Why?

What will change?

The RFDS (Queensland Section) is intrinsically linked to the communities we serve. We rely on each other to keep flying, working hand in hand to build stronger, healthier outback communities. For almost a century, we’ve grown and developed our services to meet their needs with pride. As community needs change, it’s critical that we continue to advance our efforts, stay relevant and reinforce our place in the hearts and minds of regional, rural and remote Queenslanders.

We will implement initiatives and campaigns that strengthen our brand, reputation, relationships and capability. To fund and deliver new services, we will continue to work with all levels of government and grow our philanthropic partnerships and donor development culture. We will also explore new fundraising opportunities and strive to deliver an exceptional supporter experience.

growing

TO GE THE R, TOWARDS 100

Strategic initiatives to make this happen Patient experience Fundraising and Foundation growth strategy Indigenous engagement strategy including Closing the Gap and RAP Government relations Increase brand awareness Community engagement

co

unity 13

2. GROWTH IN OUR COMMUNITY We will strengthen our presence, reputation and support at the heart of the communities we serve.

IN OUR WORDS

“We have a strong sense of community through our services and our ability to travel to the furthest corners of Queensland. As we continue to advocate for those communities, our ties will only get stronger.” RACHAEL MOULDEN, MEDICAL OFFICER, CHARLEVILLE STRETCHING OUR WINGS

Staying relevant and connected to our patients, partners and supporters is key to our future. To stretch our wings is to grow with and for all of our communities.

12

Why?

What will change?

The RFDS (Queensland Section) is intrinsically linked to the communities we serve. We rely on each other to keep flying, working hand in hand to build stronger, healthier outback communities. For almost a century, we’ve grown and developed our services to meet their needs with pride. As community needs change, it’s critical that we continue to advance our efforts, stay relevant and reinforce our place in the hearts and minds of regional, rural and remote Queenslanders.

We will implement initiatives and campaigns that strengthen our brand, reputation, relationships and capability. To fund and deliver new services, we will continue to work with all levels of government and grow our philanthropic partnerships and donor development culture. We will also explore new fundraising opportunities and strive to deliver an exceptional supporter experience.

growing

TO GE THE R, TOWARDS 100

Strategic initiatives to make this happen Patient experience Fundraising and Foundation growth strategy Indigenous engagement strategy including Closing the Gap and RAP Government relations Increase brand awareness Community engagement

co

unity 13

service delivery

3. GROWTH IN OUR SERVICE DELIVERY We will support the health and wellbeing of our communities anywhere, anytime.

IN OUR WORDS

“We’re looking at how we can improve the crucial services we offer and how we can better benefit our communities.” HAYDEN WILSON, FLIGHT NURSE (MIDWIFERY), ROCKHAMPTON

STRETCHING OUR WINGS

The opportunities in front of us compel us to do more. To stretch our wings is to move bravely into new spaces, to fund and deliver new services, products and programs for our patients.

Why?

What will change?

Quality of care and patient safety sit at the heart of our brand promise. That’s why we’re always looking for new ways to provide the best quality patient and family-centred care. As community needs change, new services, products and programs for our patients will be paramount on our Towards 100 journey. How we grow and support our medical, clinical, engineering, aviation and logistics teams with the skills, strategies and systems to deliver on these opportunities will be equally as important.

We will innovate and expand our clinical services and capabilities, guided by a clear primary health care strategy, virtual health roadmap and workforce development plan. Over the next five years we will strengthen our service delivery partnerships – including our 10-year aeromedical partnership with Queensland Health – grow our team of nurse practitioners and continue to define our future telehealth and FIFO operating models. The Operations Control Centre will play a key role in supporting 24/7 service delivery.

Strategic initiatives to make this happen Medical, Nursing and Clinical Services Expanding medical workforce capability and footprint strategy Aeromedical Nurse Practitioner model Primary health care strategy Research strategy Virtual health strategy Aviation and Logistics Operations Control Centre Aircraft replacement and disposal strategy Supporting systems for simulator training Aviation and maintenance commercial opportunities Advanced air mobility (AAM) and alternative delivery modes strategy

14

Ground transport/logistics

15

service delivery

3. GROWTH IN OUR SERVICE DELIVERY We will support the health and wellbeing of our communities anywhere, anytime.

IN OUR WORDS

“We’re looking at how we can improve the crucial services we offer and how we can better benefit our communities.” HAYDEN WILSON, FLIGHT NURSE (MIDWIFERY), ROCKHAMPTON

STRETCHING OUR WINGS

The opportunities in front of us compel us to do more. To stretch our wings is to move bravely into new spaces, to fund and deliver new services, products and programs for our patients.

Why?

What will change?

Quality of care and patient safety sit at the heart of our brand promise. That’s why we’re always looking for new ways to provide the best quality patient and family-centred care. As community needs change, new services, products and programs for our patients will be paramount on our Towards 100 journey. How we grow and support our medical, clinical, engineering, aviation and logistics teams with the skills, strategies and systems to deliver on these opportunities will be equally as important.

We will innovate and expand our clinical services and capabilities, guided by a clear primary health care strategy, virtual health roadmap and workforce development plan. Over the next five years we will strengthen our service delivery partnerships – including our 10-year aeromedical partnership with Queensland Health – grow our team of nurse practitioners and continue to define our future telehealth and FIFO operating models. The Operations Control Centre will play a key role in supporting 24/7 service delivery.

Strategic initiatives to make this happen Medical, Nursing and Clinical Services Expanding medical workforce capability and footprint strategy Aeromedical Nurse Practitioner model Primary health care strategy Research strategy Virtual health strategy Aviation and Logistics Operations Control Centre Aircraft replacement and disposal strategy Supporting systems for simulator training Aviation and maintenance commercial opportunities Advanced air mobility (AAM) and alternative delivery modes strategy

14

Ground transport/logistics

15

4. GROWTH IN OUR INNOVATION We will embrace our culture of innovation to drive growth, create value and lead the future of virtual health delivery.

IN OUR WORDS

“Our most important function is to provide connectivity, so that not just our teams have access to the systems, but they also extend into the community.” ADAM CAREY, DIGITAL INFRASTRUCTURE PROGRAM MANAGER, BRISBANE

STRETCHING OUR WINGS

To stretch our wings is to value and support innovation right across our organisation, to share new ideas, solve problems and challenge the status quo.

16

Why?

What will change?

Our patients are more digitally connected than ever before. To expand our reach and support them into the future, we need to harness advances in technology to improve responsiveness, connectivity and quality. By leveraging our rich history and culture of innovation, we can lead the next frontier in virtual health delivery and improve diagnostics and remote care management. But innovation is more than technology alone. It’s about finding new ways to create value for our communities and opening our arms to change.

Our Traeger Innovation Hub will harness the knowledge of our team to bring more new ideas to life. Through our hyperconnected digital ecosystem project, we will also improve the strength and resilience of our data network – improving connectivity in hard-to-reach places. We will also continue to invest heavily in cyber-physical security, telehealth and digital marketing while rolling out our new patient portal which will integrate all of our patient data into one single view.

growing

TO GE THE R, TOWARDS 100

Strategic initiatives to make this happen Data science Hyperconnected digital ecosystem Cyber-physical security (CPS) Digital marketing Single view of patient – patient portal

innovation 17

4. GROWTH IN OUR INNOVATION We will embrace our culture of innovation to drive growth, create value and lead the future of virtual health delivery.

IN OUR WORDS

“Our most important function is to provide connectivity, so that not just our teams have access to the systems, but they also extend into the community.” ADAM CAREY, DIGITAL INFRASTRUCTURE PROGRAM MANAGER, BRISBANE

STRETCHING OUR WINGS

To stretch our wings is to value and support innovation right across our organisation, to share new ideas, solve problems and challenge the status quo.

16

Why?

What will change?

Our patients are more digitally connected than ever before. To expand our reach and support them into the future, we need to harness advances in technology to improve responsiveness, connectivity and quality. By leveraging our rich history and culture of innovation, we can lead the next frontier in virtual health delivery and improve diagnostics and remote care management. But innovation is more than technology alone. It’s about finding new ways to create value for our communities and opening our arms to change.

Our Traeger Innovation Hub will harness the knowledge of our team to bring more new ideas to life. Through our hyperconnected digital ecosystem project, we will also improve the strength and resilience of our data network – improving connectivity in hard-to-reach places. We will also continue to invest heavily in cyber-physical security, telehealth and digital marketing while rolling out our new patient portal which will integrate all of our patient data into one single view.

growing

TO GE THE R, TOWARDS 100

Strategic initiatives to make this happen Data science Hyperconnected digital ecosystem Cyber-physical security (CPS) Digital marketing Single view of patient – patient portal

innovation 17

5. GROWTH IN OUR ORGANISATION We will grow and invest in our organisation, operations and infrastructure.

IN OUR WORDS

“I am encouraged to give my best, knowing that I am supported by a dynamic organisation that seeks to remain agile in an ever-changing environment.” MATTHEW HARKNESS, AEROMEDICAL PILOT, BUNDABERG

STRETCHING OUR WINGS

To stretch our wings is to upgrade our bases and aircraft, improve our working environment and patient facilities, grow our partnerships and stay open to new opportunities.

organisation 18

Why?

What will change?

An organisation is only as strong as its foundations. We rely on our world-class aircraft, base facilities and strategic health partnerships to deliver the finest care to the furthest corners. Without them, we would not exist. To secure our sustainability beyond 100 years, we need to strengthen those foundations and future proof our organisation for long-term growth.

On our way to 2028, we will grow our commercial revenue to fund new infrastructure and aviation business growth opportunities. Sustainability and responsibility will remain a key focus as we launch a Climate Master Plan, Sustainability Framework and Corporate Responsibility program. We will also deliver on our 10-year infrastructure strategy with the long-awaited redevelopment of our Mount Isa, Brisbane and Townsville bases, and Bundaberg Simulator project.

Strategic initiatives to make this happen Future proof the corporate structure for growth Growth in government funding and grants 10-year infrastructure strategy Strategic health partnerships Commercial revenue and aviation business growth Corporate responsibility Mergers and Acquisitions (M&A) growth

19

5. GROWTH IN OUR ORGANISATION We will grow and invest in our organisation, operations and infrastructure.

IN OUR WORDS

“I am encouraged to give my best, knowing that I am supported by a dynamic organisation that seeks to remain agile in an ever-changing environment.” MATTHEW HARKNESS, AEROMEDICAL PILOT, BUNDABERG

STRETCHING OUR WINGS

To stretch our wings is to upgrade our bases and aircraft, improve our working environment and patient facilities, grow our partnerships and stay open to new opportunities.

organisation 18

Why?

What will change?

An organisation is only as strong as its foundations. We rely on our world-class aircraft, base facilities and strategic health partnerships to deliver the finest care to the furthest corners. Without them, we would not exist. To secure our sustainability beyond 100 years, we need to strengthen those foundations and future proof our organisation for long-term growth.

On our way to 2028, we will grow our commercial revenue to fund new infrastructure and aviation business growth opportunities. Sustainability and responsibility will remain a key focus as we launch a Climate Master Plan, Sustainability Framework and Corporate Responsibility program. We will also deliver on our 10-year infrastructure strategy with the long-awaited redevelopment of our Mount Isa, Brisbane and Townsville bases, and Bundaberg Simulator project.

Strategic initiatives to make this happen Future proof the corporate structure for growth Growth in government funding and grants 10-year infrastructure strategy Strategic health partnerships Commercial revenue and aviation business growth Corporate responsibility Mergers and Acquisitions (M&A) growth

19

Guiding principles Together with our core values, these five principles guide our actions and decisions.

Live our promise Everything starts with our promise

Partnerships and collaboration Working hand in hand

Patients, families and community Patient and family-centred care at the heart

Safety and sustainability Pursuing our purpose into the future

Equity, culture and diversity Celebrating our unique culture and individual differences

20

growing

TO GE THE R, TOWARDS 100

21

Guiding principles Together with our core values, these five principles guide our actions and decisions.

Live our promise Everything starts with our promise

Partnerships and collaboration Working hand in hand

Patients, families and community Patient and family-centred care at the heart

Safety and sustainability Pursuing our purpose into the future

Equity, culture and diversity Celebrating our unique culture and individual differences

20

growing

TO GE THE R, TOWARDS 100

21

Our path to this plan

EMPLOYEE VOICE

50+ Employees engaged

Developing this strategy has been a collective effort, drawing on new thinking and bold ideas from across our organisation. We undertook a robust engagement process with our board

BOARD AND EXECUTIVE

and committee members, executive team, leaders and

4+ Strategy workshops

employees to ensure that our new strategy reflected the critical risks, issues and opportunities facing the RFDS over the next five years.

2022 LEADERS FORUM

January 2023-2028

70+ Leaders engaged

Launch the strategy

October to December 2021

January to April 2022

May to August 2022

September to December 2022

Board and executive planning

Develop strategic initiatives to support each priority

Board endorsement

Execute communication strategy

Business case and budget development

Engage base leaders

Futurist session One-on-one sessions with board directors and committee members Research and environmental scan to identify key issues and opportunities

Board feedback and endorsement Employee interviews, insights and feedback

Validate initiatives with more than 70 leaders at Leadership Forum Develop communication strategy to support launch

Develop five strategic priorities

22

23

Our path to this plan

EMPLOYEE VOICE

50+ Employees engaged

Developing this strategy has been a collective effort, drawing on new thinking and bold ideas from across our organisation. We undertook a robust engagement process with our board

BOARD AND EXECUTIVE

and committee members, executive team, leaders and

4+ Strategy workshops

employees to ensure that our new strategy reflected the critical risks, issues and opportunities facing the RFDS over the next five years.

2022 LEADERS FORUM

January 2023-2028

70+ Leaders engaged

Launch the strategy

October to December 2021

January to April 2022

May to August 2022

September to December 2022

Board and executive planning

Develop strategic initiatives to support each priority

Board endorsement

Execute communication strategy

Business case and budget development

Engage base leaders

Futurist session One-on-one sessions with board directors and committee members Research and environmental scan to identify key issues and opportunities

Board feedback and endorsement Employee interviews, insights and feedback

Validate initiatives with more than 70 leaders at Leadership Forum Develop communication strategy to support launch

Develop five strategic priorities

22

23

Now is the time to bring our strategy to life as we embark on the next stage of our Towards 100 journey. Please take the time to think about our five priorities for growth and how you can contribute through your work. As we move forward to 2028, we will regularly revisit this plan, communicate progress and share stories of our strategy in

growing action across the state.

Together, Towards 100

24

25

Now is the time to bring our strategy to life as we embark on the next stage of our Towards 100 journey. Please take the time to think about our five priorities for growth and how you can contribute through your work. As we move forward to 2028, we will regularly revisit this plan, communicate progress and share stories of our strategy in

growing action across the state.

Together, Towards 100

24

25

great things take ti e to grow...

26

Growth has always been an important part of the RFDS story. As we move closer to our 100th year in 2028, it’s time to stretch our wings and grow. Together, we will keep doing what we do best while finding new and innovative ways to go further for our regional, rural and remote communities. Nothing can stop us on the next stage of our journey. Let’s get to it!

Meredith

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great things take ti e to grow...

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Growth has always been an important part of the RFDS story. As we move closer to our 100th year in 2028, it’s time to stretch our wings and grow. Together, we will keep doing what we do best while finding new and innovative ways to go further for our regional, rural and remote communities. Nothing can stop us on the next stage of our journey. Let’s get to it!

Meredith

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“If you start something worthwhile, nothing can stop it.” John Flynn