The Master Plan presents a strategy for the development of the airport to 2034, taking into account demand forecasting and BAC's specific ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
The Master Plan presents a strategy
for the development of the airport
to 2034, taking into account demand
forecasting and BAC’s specific
development objectives.
Connecting People
Building Opportunities
52 Brisbane Airport Corporation
OBJECTIVES
DEVELOPMEnT
FORECASTS AND
GROWTH
CHAPTER 5
Chapter 5: Growth Forecasts and
Development Objectives
growth
forecasts and
development
objectives
53
5
Growth forecasts and
development objectives
Planning ahead for 5.1 Aviation Growth Brisbane Airport has seen continued
strong growth in both domestic
20 years requires Forecasts and international air travel since the
forecasting of passenger approval of its 2009 Master Plan.
demand and airline In the financial year 2007/08,
Introduction Brisbane Airport handled a total of
operations. For Brisbane 17.5 million passengers and some
Aviation business, including the
Airport it also requires an attraction of airlines, passengers and 175,000 aircraft movements.
assessment of the likely freight, is central to Brisbane Airport's In 2012/13, this has grown to 21.6 million
demand for commercial growth and form the basis for this passengers and 219,000 annual aircraft
Master Plan. For this reason, trends movements, equating to an increase of
development in and issues that impact on air travel and 23% and 25% respectively.
on-airport precincts. airline expansion are regularly monitored
to understand and forecast the pattern The growth realised since the
In addition to forecasting, and impacts of growth. 2009 Master Plan is consistent with the
longer-term growth results that Brisbane
BAC’s master planning is This section outlines the current
Airport has achieved in recent decades
directly influenced by its and projected growth of commercial
and this growth reflects the population
airline movements to Brisbane, annual
development objectives. passenger numbers, trends in general
and economic growth of Queensland.
Figure 5.1 shows the historical growth
These are based on the aviation and domestic and international
in passenger travel through Brisbane
air freight.
long-term vision and Airport since 1997. Since this time there
values of the company, have been a number of significant
events that have caused short-term
while also responding to impacts on air travel, including:
the broader objectives
for the city and the state. Figure 5.1: Growth in passengers from 1997 – 2013
25,000
20,000
Passenger (Millions)
15,000
10,000
5,000
0
7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3
/9 /9 /9 /0 /0 /0 2/0 /0 /0 /0 /0 /0 8/0 /1 /1 /1 /1
96 997 98 99 00 01 0 03 04 05 06 07 09 10 011 12
19 1 19 19 20 20 20 20 20 20 20 20 20
0
20 20 2 20
54 Brisbane Airport Corporation
»» The Asian economic crisis of 1997 Airline Highlights While the global financial crisis saw
»» The terrorist attacks in the United 2008 – 2013 some airlines reduce frequency of
States of America in September 2001 operations or deferred the introduction
As Queensland continues its growth
of new services to Brisbane Airport,
»» The collapse of Ansett in as a major business and tourism
BAC continues to work closely
September 2001 destination, it is anticipated that
with airlines to promote Brisbane,
»» The SARS virus in 2003 international airlines will continue
Queensland and Australia in order to
to grow their operations through
»» The global financial crisis during attract new airlines and services to
Brisbane Airport.
2008-10. Brisbane Airport.
Volatility in fuel prices, coupled with Over the last five years, a number of
worldwide economic concerns have airlines have commenced operations,
resulted in debate about continued increased service frequency or
growth in air travel. However, as can be up-gauging aircraft for operations into
seen from past events, while the rise Brisbane Airport. When airlines supply
in fuel costs and economic uncertainty additional capacity in existing and new
may result in some short-term reduction markets, this capacity underpins the
in growth rates, continued long-term overall growth in passengers arriving
growth in air travel is likely. and departing Brisbane Airport. Passengers
Despite the sensitivity of world events The changes in airlines services through Passenger numbers have
that have affected aviation in the Brisbane Airport since the 2009 Master grown 23% in the past
recent past, airline services via Brisbane Plan are outlined in Table 5.1. five years.
Airport have largely been maintained
and in some cases, expanded.
TABLE 5.1: CHANGES IN AIRLINE SERVICES SINCE 2009
Date Changes to Airline Services
February 2009 Emirates commenced a double daily service direct to Dubai
April 2009 Virgin Australia launched services between Brisbane and Los Angeles
November 2009 Virgin Australia launched services between Brisbane and Phuket
November 2010 Tigerair commenced domestic services at Brisbane
November 2010 China Southern introduced direct services connecting Brisbane and Guangzhou
January 2011 China Airlines extended its Taipei to Brisbane service to Auckland
February 2011 Inaugural Aeropelican flight between Narrabri and Brisbane
May 2011 Qantas commenced a now daily flight from Dallas Fort Worth
March 2012 QantasLink introduced the larger B717 aircraft on selected domestic services
November 2012 Hawaiian Airlines launched direct services between Honolulu and Brisbane
February 2013 Etihad Airways increased frequency of its Abu Dhabi-Singapore-Brisbane service from three times
weekly to daily
April 2013 Fiji Airways (formerly Air Pacific) made its first scheduled A330 flight between Nadi and Brisbane
June 2013 Philippine Airlines commenced Manila-Darwin-Brisbane services (three times weekly)
June 2013 Malaysia Airlines increased the frequency of its Kuala Lumpur to Brisbane service from five times a
week to daily services
June 2013 Qantas increased its frequency of the Hong Kong-Brisbane service from four times weekly to daily
August 2013 Garuda Indonesia launched a daily Denpasar (Bali)–Brisbane service
October 2013 Emirates up-gauged its aircraft from a B777 aircraft on the Dubai-Brisbane-Auckland route to an
A380 aircraft. This up-gauging was the first scheduled A380 service into Brisbane
November 2013 China Southern grew the frequency of its service between Brisbane and Guangzhou over time from
five times weekly to a daily service
December 2013 Tigerair announced services between Darwin, Cairns and Adelaide commencing in March 2014
December 2013 Jetstar announced B787 services between Brisbane and Bali commencing in April 2014
Brisbane Airport 2014 Master Plan 55
5 GROWTH FORECASTS AND DEVELOPMENT OBJECTIVES
Approach to Forecasting The forecasting approach is to: In the case of domestic travel, the
Bureau of Infrastructure, Transport and
A significant number of factors influence »» Review markets and establish trend
Regional Economics (BITRE) publishes
the growth of air travel, including: growth rates for Brisbane
route level data monthly for top
Airport traffic
»» The incomes of travellers – both Australian domestic routes.
the level of income and confidence »» Use quantitative analysis and
review other studies to establish This route level data was used by BAC
that these levels will be maintained
relationships between traffic drivers, to establish trends that inform this
or will grow
such as GDP and traffic demand. Master Plan.
»» The competitiveness (quality,
These are undertaken at a high In addition, capacity expansion by
product attributes) of a destination
‘macro’ level and compared with Australia’s domestic airlines has
compared to alternative destinations
market based, or ‘micro’ reviews an important influence on growth
»» The supply of airline services – forecasts in the short to medium term.
»» Establish the ‘reasonableness’ of
frequency, reliability, quality of
the forecasts by reviewing other Since 1997 BAC has engaged
service and aircraft
long-term forecasts (economic, Tourism Futures International (TFI)
»» Tourism promotion by governments, population and traffic), and to undertake annual and peak
airlines and industry bodies by comparing Brisbane with demand forecasts as a key input to
»» Consumer tastes and available time other airports. BAC's internal budget and business
for travel The ‘macro’ approach establishes processes, overall airport master
»» The process of air travel and the relationships between aggregate planning, major aviation facility
ground component of travel passenger numbers for Brisbane development and analysis of aircraft
Airport and economic factors such noise metrics for Brisbane Airport.
»» Threats such as wars, terrorism or
as Australian and/or Organisation In 2013 BAC engaged TFI to update its
the emergence of pandemics such
for Economic Co-operation and 20-year traffic forecasts for Brisbane
as SARS or avian influenza.
Development GDP, as well as Airport. The following section is based
While all of these types of factors identifying specific markets for on these forecasts.
have an influence on demand, only major tourism generating countries
some can be measured and factored and/ or regions. Growth Forecasts 2013/14
into the type of modelling used in
The ‘micro’ approach provides an to 2033/34
airport forecasting.
additional perspective on growth and Passenger Growth Forecasts
Of the factors listed above, income is more responsive to developments
International
(generally measured through an in specific regions (e.g. the Asian
aggregate variable such as Gross economic crisis). In the near-term (out to 2019/20),
Domestic Product (GDP)) has the it is considered that international
From previous research and passenger movements through
largest influence on growth rates for
comparable studies within Australia Brisbane Airport will sustain an average
international travel.
and overseas, estimates of various 5.4% annualised growth.
In addition to the influence of GDP, elasticities have been established,
developments in domestic and mainly for income and fares. This data For the same period, the independent
international aviation will also influence was used in forecasting passenger body Tourism Forecasting Committee
air travel. traffic by travel type and route. (April 2013), has forecast the number
of international visitor arrivals to
Airline alliances, code sharing, While these elasticity estimates Australia will grow by an average of
privatisation and the advent of new are not derived from Brisbane Airport 3.5% per annum.
aircraft types can have a material data, long term monitoring of this
impact on market outcomes. For these indicates that these estimates can The number of Australians travelling
reasons, a number of approaches have be valuable in preparing medium to overseas is set to grow by an average
been used in constructing the forecasts longer-term forecasts of air traffic of 3% for the same period to achieve a
that underpin this Master Plan. markets, particularly when used in combined annual growth of 6.5%.
conjunction with trend analysis for the Based on these projections, BAC
Because forecasting deals with many
specific market. forecasts indicate that by 2033/34,
uncertainties, BAC also considers lower
and higher growth scenarios to assess some 11.7 million passengers will pass
the sensitivity of its forecasts. through the International T1 annually.
56 Brisbane Airport CorporationDomestic Aircraft Movement forecast for Brisbane Airport. Table
The number of domestic passengers Forecasts 5.3 shows the breakdown of aircraft
is expected to grow by an average of Commercial Airline Activity movement growth across the
4.6% per year up to 2019/20. Growth international, domestic and general
Aircraft movement growth is normally
rates in the longer term will remain aviation fleets to 2034. It also shows
lower than passenger growth due to
relatively high at around 4% annually a comparison with aircraft movement
airlines upgrading their aircraft fleets to
for Brisbane Airport due to continuing forecasts contained in previous master
larger capacity aircraft. Given this, the
population and economic growth plans. By 2034, Brisbane Airport is
forecast growth in aircraft movements
in Queensland. forecast to be handling approximately
at Brisbane Airport is less than the rate
360,000 annual aircraft movements.
Consequently, forecasts suggest of passenger growth. In the short-
that by 2033/34, around 37 million term to 2019, aircraft movements are Figure 5.3 shows this forecast growth
passengers will pass through the expected to grow at an average of in aircraft movements.
Domestic T2 annually. 2.7% per annum. This rate of growth
New Generation Aircraft
will largely remain consistent over the
Figure 5.2 shows the international and long-term to 2034 where a forecast Since the last Master Plan, the
domestic growth forecast. average annual growth rate of 2.6% world's largest aircraft manufacturers,
increase in aircraft movements is Airbus and Boeing, have continued
Figure 5.2: domestic and international passenger growth forecast
International Domestic Total
50,000
45,000
Actual data Forecast data
40,000
Passengers (’000s)
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
8 9 0 1 12 13 14 5 6 7 18 19 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4
/0 /0 /1 /1 /1 /1 /1 /2 /2 /2 /2 /2 /2 /2 /2 /2 /2 /3 /3 /3 /3 /3
07 008 09 10 11/ 012/ 013/ 14 15 16 17/ 018/ 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
20 2 20 20 20 2 2 20 20 20 20 2 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
Source: TFI (2013)
Figure 5.3: Aircraft movements growth forecast
International Domestic Total
400
350
Actual data Forecast data
300
Movements (’000s)
250
200
150
100
50
0
8 9 0 1 12 13 14 15 16 17 18 19 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4
/0 /0 /1 /1 /2 /2 /2 /2 /2 /2 /2 /2 /2 /2 /3 /3 /3 /3 /3
07 008 09 10 11/ 012/ 013/ 014/ 015/ 016/ 017/ 018/ 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
20 2 20 20 20 2 2 2 2 2 2 2 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
Source: TFI (2013)
Brisbane Airport 2014 Master Plan 575 GROWTH FORECASTS AND DEVELOPMENT OBJECTIVES
the rollout of new technology aircraft »» Airbus A350 XWB (Extra Wide aircraft design, including major fuel
including A380 and B787 aircraft. Both Body) which is scheduled to efficiencies, quieter operation, reduced
manufacturers have also commenced commence airline operations during carbon emissions, as well as improved
design of several narrow and widebody the second half of 2014. Several passenger amenity.
aircraft for production in the next five international airlines that service
Forecast Comparisons with
years. Some of these aircraft include: Brisbane have placed orders for
Previous Master Plans
this aircraft
»» Airbus A320 NEO (new engine
Tables 5.2 and 5.3 below compares
option) is set to replace the current »» Boeing B777-800X and B777-900X
passenger growth forecasts and
A320 fleet from 2015 onwards. are new generation wide body
aircraft movement forecasts contained
Qantas has placed orders for aircraft scheduled to commence
in the two most recent Master Plans
this aircraft production in 2017 for delivery in
for Brisbane Airport (2003 and 2009)
2020. As of March 2014 Emirates
»» Boeing 737 Max is set to replace with growth predicted in this 2014
and Etihad have placed orders for
the existing B737 fleets from 2017 Master Plan.
these aircraft.
onwards. Virgin Australia has placed
These aircraft represent significant While there are differences in the
orders for this aircraft
technological advancements in forecasts in the near term, the longer-
TABLE 5.2: PASSENGER GROWTH FORECAST COMPARISON
Forecast Passenger Numbers (shaded areas are actual figures)
Master Period of
Plan Master Source of
Year Plan Passengers 2007/08 2012/13 2017/18 2022/23 2028/29 2033/34
2003 2003 – International 3,800,000 5,200,000 6,900,000 9,100,000
2022/23
Domestic 13,100,000 16,600,000 20,700,000 25,900,000
Total 16,900,000 21,800,000 27,600,000 35,000,000
2009 2009 – International 4,100,000 5,300,000 6,900,000 8,800,000 11,800,000
2028/29
Domestic 14,400,000 18,400,000 22,100,000 26,600,000 33,300,000
Total 18,500,000 23,700,000 29,000,000 35,400,000 45,100,000
2014 2014 – International 4,100,000 4,500,000 5,500,000 7,200,000 9,300,000 11,300,000
2033/34
Domestic 14,400,000 16,800,000 20,600,000 25,600,000 31,800,000 37,000,000
Total 18,500,000 21,300,000 26,100,000 32,800,000 41,100,000 48,300,000
TABLE 5.3: AIRCRAFT MOVEMENT GROWTH FORECAST COMPARISON
Forecast Aircraft movements (shaded areas are actual figures)
Master Period of
Plan Master Source of
Year Plan Passengers 2007/08 2012/13 2017/18 2022/23 2028/29 2033/34
2003 2003 – International 24,000 30,000 37,000 45,000
2022/23
Domestic 122,000 153,000 190,000 237,000
General Aviation 15,000 15,000 15,000 16,000
Total 161,000 198,000 242,000 298,000
2009 2009 – International 26,000 33,000 40,000 46,000 56,000
2028/29
Domestic 136,000 173,000 204,000 240,000 289,000
General Aviation 13,000 14,000 14,000 14,000 15,000
Total 175,000 220,000 258,000 300,000 360,000
2014 2014 – International 26,000 29,000 33,000 39,000 45,000 48,000
2033/34
Domestic 136,000 165,000 194,000 227,000 266,000 290,000
General Aviation 13,000 18,000 19,000 20,000 21,000 22,000
Total 175,000 212,000 246,000 286,000 332,000 360,000
58 Brisbane Airport Corporationterm forecasts in the 2014 Master Plan Brisbane Airport experienced rapid International Freight
(post 2020) remain similar to those growth in general aviation as a result
Approximately 25% of air freight
contained in Brisbane Airport’s 2003 of the strong growth in the resources
movements into Australia are via
and 2009 Master Plans. sector between 2010 and 2012. This
dedicated freighter aircraft (BITRE,
resulted principally in increased aircraft
It is interesting to note that the first 2012). The balance of air freight
movements of smaller narrow body jet
Master Plan for Brisbane Airport, the imported into Australia is carried
aircraft and turboprops and subsequently
1983 Master Plan, which included two in the cargo holds of passenger
demand for the existing runways.
parallel runways and the cross runway, aircraft. At Brisbane Airport, future
predicted Brisbane Airport would General aviation movements at growth in this air freight sector
have an ultimate capacity of 40 million Brisbane Airport represent currently is dependent on increases in the
passengers per annum with 400,000 only a small percentage of total aircraft number of services to Brisbane by
aircraft movements. movements (approximately 8% on international network carriers, which
average of total movements). General is one of BAC’s strategic aviation
Since 1983, significant efficiencies
aviation movements are forecast to business development objectives.
have been realised regarding on-
grow only marginally over the next Figure 5.4 shows forecast growth in
ground servicing operations, passenger
20 years. Table 5.3 shows forecast international freight.
facilitation in terminals and air space
growth in general aviation aircraft
management. This, in conjunction with Special consignments such as bulky
movements to 2034.
aircraft fleet increasing in size and industrial plant, livestock and airframe
capacity, means that the predicted Other regional airports such as deliveries are transported by dedicated
capacity in 1983 will be exceeded for Archerfield, Caboolture and Redcliffe charter air freighter aircraft. Current
passenger forecasts in the 20-year would be expected to remain the main trends suggest that this pattern
forecast period of this Master Plan. General aviation airports for South will continue.
East Queensland (SEQ).
General Aviation Brisbane Airport handles approximately
Air Freight 12% of Australia’s international air
General aviation refers to that part
freight (BITRE 2012) and ranks third
of the aviation industry not engaged Air freight is an important source of
after Sydney and Melbourne. Brisbane
in scheduled commercial flights, such revenue for passenger airlines. The
is an important international export
as charter and private operators, or International Air Transport Association
airport for Queensland and Australian
services such as the Royal Flying reports that air freight can contribute
goods, especially perishable produce.
Doctor Service. up to 12% of airline revenue on some
international services. Domestic Freight
Figure 5.4: International Freight Forecast
Domestic air freight is mainly overnight
parcel express business carried by
dedicated scheduled air freighter
Imports Exports
aircraft operating within Australia-
250,000 wide networks. The efficiency of
these essential services is highly
dependent on Brisbane Airport being
200,000 fully operational 24 hours a day.
Accurate indications about the amount
Freight Volume (Tonnes)
of domestic freight transported are
150,000
difficult to determine as no industry or
government body monitors this aspect
of freight.
100,000
50,000
0
13 14 15 16 17 18 19 20 21 22 /23 /24 5 6 7 8
/2 /2 /2
9 0 31 2 3 4
2/ 3/ 14/ 15/ 16/ 17/ 18/ 19/ 20/ 21/ /2 /2 /3 0/ 1/3 /3 /3
1 1 0 0 22 023 024 025 026 027 028 029 03 03 032 033
20 20 20 20 2 2 20 20 20 20
20 2 2 2 2 2 2 2 2 2 2 2
Brisbane Airport 2014 Master Plan 595 GROWTH FORECASTS AND DEVELOPMENT OBJECTIVES
5.2 Introduction to Development objectives
the Development
Objectives Economic
1. Drive and enable national and state economic wealth and
BAC's vision for Brisbane Airport is to
employment growth
be world best and the preferred choice
for passengers, airlines, business and 2. Provide aviation infrastructure to accommodate and
the community. Objectives to achieve encourage growth
this vision are based within four 3. Commitment to best practice corporate governance and
pillars of sustainability – economic, prudent management of Brisbane Airport for the benefit
operations, environment and social. of Australia.
BAC's approach in adopting the four
pillars of sustainability will enable
future growth of Brisbane Airport
– connecting people and building Operations
opportunities for not only Brisbane, but
more broadly throughout Queensland
1. Facilitate the safe and secure movement of people,
and Australia.
freight and aircraft
A critical driver in establishing the 2. Ensure the timely delivery of new and improved
development objectives for the 2014 airport capacity
Master Plan has been to consider
how Brisbane Airport can develop 3. Deliver innovative, efficient and continuous airport services
while seamlessly connecting not only
where customer service is at the core of airport operations
people with the world, but designing 4. Develop relationships to optimise overall
Brisbane Airport to offer exceptional operational performance.
connections with the local community
and local businesses.
In order to continue to operate as Environment
a critical transport hub and be a
catalyst for economic and population
growth in Queensland, the provision 1. Achieve a balance between the on-airport built environment and
of infrastructure in a timely manner is biodiversity values
critical to demonstrating BAC's vision 2. Achieve environmentally sustainable development across
for Brisbane Airport. the airport
The proximity of Brisbane Airport to 3. To be recognised as a leader in the management of energy, water,
rivers, wetlands and Moreton Bay lends waste, noise and biodiversity.
itself to embrace and promote features
of the surrounding natural environment
and to prioritise sustainable design of
buildings. By reflecting these qualities, Social
a sense of place and urban fabric that
is quintessentially Brisbane is instilled
across BAC's development plans. 1. Contribute to achieving the vision of Brisbane as a new world
city that encourages growth while protecting the city’s values
and lifestyle
2. Harness development opportunities to underpin Brisbane Airport
as a business and leisure hub to maximise airport accessibility
and connectivity
3. To build respectful and valued relationships so all people want to
be part of, and have pride in Brisbane Airport.
60 Brisbane Airport Corporation5.3 Economic As the largest international airport Recent forecasts suggest a doubling of
in Queensland, Brisbane Airport domestic and international passengers
contributes to the tourism sector by at Brisbane Airport in the next 15 years.
Objective 1: Drive and enable connecting Brisbane and Queensland As Queensland’s largest airport for
national and state economic wealth to new and existing international departing and arriving passengers, as
and employment growth markets. The prime contributor to well as being the primary airport for air
the tourism economy is through cargo, Brisbane Airport will continue to
Being one of Australia’s fastest growing expenditure by travellers, be that for improve the quality of its airline network
airports, Brisbane Airport is recognised business or recreation. linking Queensland with international
as being a key driver in the long-
A substantial proportion of the hubs, destinations and business centres.
term growth of the Queensland and
resource sector relies on the ability of BAC works closely with airlines to grow
Australian economies. Brisbane Airport
its workforce to travel to work on a capacity (seats and flights) and to
is planning a significant expansion
fly-in fly-out (FIFO) basis. As the major promote air cargo business on domestic
program to support demand for aviation
hub airport for Queensland, Brisbane and international routes. Building strong
services throughout the next 20 years.
Airport provides a critical role in the partnerships with airlines underpins the
Investments including the New airport’s participation in a high quality
resource economy through enabling
Parallel Runway (NPR), expansions aviation network.
the movement of the FIFO workforce
to the International T1 and Domestic
throughout Queensland and Australia. Objective 3: Commitment to best
T2, satellite terminals, mass transit
systems and commercial property Objective 2: Provide aviation practice corporate governance and
developments are planned to infrastructure to accommodate and prudent management of Brisbane
enable growth. encourage growth Airport for the benefit of Australia.
The economic benefits of Brisbane Additional airport capacity provided BAC is committed to responsible
Airport will reach beyond its through state-of-the-art terminals, corporate governance and compliance,
boundary and contribute to the local, satellite terminals and the construction innovative and informed planning
Queensland and Australian economies. of the NPR are deliberate strategies and sound business management
Locally, sustained growth translates to to accommodate future aviation and systems. These principles have
employment at businesses operating growth. A responsible strategy to remained consistent over previous
from Brisbane Airport. There are also ensure adequate transport options and Master Plans for Brisbane Airport and
flow-on effects from transactions commercial car parking for visitors to they are strong imperatives for BAC
between airport businesses and the the airport is a necessary adjunct to to grow shareholder value and to build
local economy. these developments. infrastructure for the future.
Early morning airside operations at Brisbane Airport
Brisbane Airport 2014 Master Plan 615 GROWTH FORECASTS AND DEVELOPMENT OBJECTIVES
5.4 Operations operations and safety, BAC works
closely with the Civil Aviation Safety
Authority, Airservices Australia,
Objective 1: Facilitate the safe and government departments and agencies
secure movement of people, freight and the aviation industry.
and aircraft A ‘whole of airport’ focus is adopted
The safety and security of people, in planning and managing Brisbane
freight and aircraft at Brisbane Airport’s security and emergency
Airport remains a fundamental priority services. Risk assessment, innovation,
within the 2014 Master Plan. This continuous improvements and
objective is central to the continuity communication with stakeholders
and compliance of airport operations are important steps in designing
and to the airport’s financial success facilities and processes to meet
and reputation. security obligations e.g. access control,
passenger screening, incident response
A safe and secure airport is essential and recovery plans and critical
to attract airlines, to grow passenger infrastructure protection.
numbers, stimulate cargo and logistics
business and to ensure passenger Brisbane Airport strives for and
and community confidence. The achieves a high level of compliance
protection of aircraft (both airside and in safety and security. However, even
in surrounding air space) is critical and greater vigilance will be required in
1 ensuring the safety of people at work the future as airports face potential
is also vital as the airport expands. new or heightened risks, and Brisbane
Airport’s facilities, flights, employment
The maintenance of air safety and freight continue to expand. To
standards and compliance through address this challenge, BAC is engaged
responsible terminal and airfield design in research that will ensure it remains
and stringent operating procedures at the cutting edge of new security
are addressed in the Master Plan and technologies. BAC will also work with
in BAC’s supporting implementation its industry and government partners
strategies. To achieve compliance and to maintain airside safety standards
confidence in airside and to explore flexible, risk-based
security measures.
62 Brisbane Airport Corporation1 Aircraft refuelling.
2 3
2 Aircraft apron directional signage.
3 Brisbane Airport’s Operations'
team inspects the runway and
taxiway system.
Objective 2: Ensure the timely Objective 3: Deliver innovative, Objective 4: Develop relationships
delivery of new and improved efficient and continuous airport to optimise overall operational
airport capacity services where customer service is at performance
the core of airport operations
The intent in the 2014 Master Plan There are many organisations which
is to continue to increase airport Quality, efficiency and innovation jointly contribute to the efficient operation
capacity by investing in an integrated influence how the airport will perform of Brisbane Airport including
and carefully staged program of as a service provider. Convenient, safe airlines, aviation support providers,
development for the airfield (runways, and reliable journeys for passengers, government agencies and regulators.
taxiways and aprons), terminals, as well as the efficient transit of As growth continues, pressure on
buildings, aviation support facilities and freight through Brisbane Airport are existing infrastructure will occur
other infrastructure. key outcomes of smooth facilitation until new capacity is operationally
processes in the terminals. ready. Fundamental to optimising
For over a decade, a range of shared
the performance of existing runways
forums on infrastructure and capacity Within this Master Plan, innovation
and terminal areas is for key industry
provision have paved the way for and continuous improvements in
groups to work together to identify,
more productive communication on terminal and airfield design, growing
develop and implement opportunities
infrastructure development throughout the terminal space at the right time,
to improve efficiency while continuing
SEQ. Awareness of the interface improved processes and increased
to prioritise safe and secure operations.
between capacity provision on and automation, are key opportunities to
off the airport is both a current and enable the achievement of stakeholder Industry participation in programs to
future priority. satisfaction with services. Leading better manage peak hour demand
edge systems and technologies will and opportunities to enhance
Availability of critical assets to operate
help to facilitate aircraft arrivals and airport capacity without additional
the airport and meet the demands of
departures in 24/7 operations and infrastructure are key priorities for BAC
aviation and regional growth is essential.
streamline passenger processing, in this master planning period.
For BAC, achieving sustainable and
freight and baggage handling.
responsible growth on-airport means The provision of adequate terminal
ensuring that new and improved capacity is also vital to accommodate
operating capacity is available to a growing number of airline arrivals
maintain business continuity and satisfy and departures, along with more
demand. However, identifying ways to efficient processes for check-in,
maximise the airport’s current capacity baggage handling, security, customs,
is also important. quarantine and immigration. Close
relationships with the airlines, ground
A consistent and sustained asset
support providers, border agencies and
maintenance program, the use of
law enforcement are vital to achieve
new technologies and continuous
these goals.
improvement in processes and
front-line skills, allows BAC to more
effectively manage the pace of growth
on-airport.
Brisbane Airport 2014 Master Plan 635 GROWTH FORECASTS AND DEVELOPMENT OBJECTIVES
5.5 Environment Objective 2: Achieve
environmentally sustainable
development across the airport
Objective 1: Achieve a balance Key to sustainable infrastructure is
between the on-airport built not only building with quality materials
environment and biodiversity values but also considering the broader
Part of building for the future is to impact the building will have on the
reserve open space as a means to surrounding environment over time.
create a balance with continued The amount of energy and water
development while retaining the consumed, the amount of waste and
most important aspects of the carbon generated and the quality
natural environment of Brisbane of the surrounding environment
Airport. Consideration of the most each affect how the infrastructure
appropriate locations and densities could impact on the environment.
for development and integrating Sustainable development brings into
concepts underpinning public realm focus these impacts at the design,
are high priorities for BAC to achieve construction and operational phases.
a balance between the built and Objective 3: To be recognised as a 1 Water quality testing is undertaken
natural environments. across the airport.
leader in the management of energy,
2 Native flora is a feature of Brisbane
BAC has established a Biodiversity water, waste, noise and biodiversity Airport’s landscape.
Zone within the boundaries of In BAC's unique position of building
Brisbane Airport which accounts and maintaining infrastructure, 1
for more than 10% of the entire utility networks and land banks, its
airport site. Its purpose is to management of these lends itself to
ensure that biodiversity values are consider and implement innovative
maintained across the site so that opportunities in an existing operating
a balance between built and natural environment. This often means that
environments can be realised and BAC is positioned at the forefront of
preserved. The Biodiversity Zone implementing new technologies in an
contains a number of species such as operating environment which has not
the Lewin's Rail (a small bird) and been done previously. The knowledge
red-bellied black snake. gained from this shapes thinking
The Biodiversity Zone will be actively on how systems can be improved.
managed to protect significant species This brings opportunities to share
and habitats. BAC is also exploring knowledge with broader industries –
the feasibility of a public trail to view be that other airports, utility providers,
the Biodiversity Zone. However, the government agencies or communities.
protection of biodiversity values is
paramount in evaluating these public
access opportunities.
2
64 Brisbane Airport Corporation5.6 Social Objective 2: Harness development Objective 3: To build respectful and
opportunities to underpin Brisbane valued relationships so all people
Airport as a business and leisure hub want to be part of, and have pride in
Objective 1: Contribute to achieving to maximise airport accessibility Brisbane Airport
the vision of Brisbane as a new world and connectivity
Brisbane Airport is more than just
city that encourages growth while Complementing the program for arrivals and departures; it is part of the
protecting the city’s values aviation capacity development is the greater landscape of Brisbane, a host,
and lifestyle continuing exploration of commercial an ambassador and a showcase for
The past two decades have seen opportunities. The selective and timely the best of Brisbane. With this in mind,
significant growth which has development of Brisbane Airport’s BAC, as the custodian of Brisbane
transformed Brisbane from a regional non-aeronautical precincts will Airport, is committed to supporting
centre to a global hub. Brisbane has underpin and support the continued and engaging with its local community
evolved into Australia’s new world growth in aviation capacity forecast to build pride in the airport and
city with an emerging reputation as over the next two decades. encourage a sense of co-ownership.
a vibrant and sustainable centre for Investment in commercial BAC is also proud to be leading the
innovation and enterprise. opportunities will promote Brisbane way in engaging with the community
Brisbane Airport is the doorway Airport as a place of transit and through a comprehensive Community
between the vibrancy of Brisbane gathering for people, ideas and Engagement Program. This program
and the rest of the world. The global material, a vibrant centre for is dedicated to generating informed,
connection that Brisbane Airport offers commerce, innovation and recreation ongoing and interactive discussion
is a catalyst for Brisbane to create and an internationally recognised about airport development, aircraft
business and tourism opportunities model of sustainable development. technologies, potential impacts from
with the fastest growing economies in increased aircraft operations and
Asia and beyond. airspace management.
BAC seeks to capture the city’s unique
brand of cosmopolitan warmth and
translate this into a friendly laidback
welcome to all travellers. BAC seeks to
extend this approach by reflecting it
through all development plans.
BAC encourages community participation at Brisbane Airport
Brisbane Airport 2014 Master Plan 65You can also read
