Transport & development growth: Preparing Brisbane Airport for the future
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Transcript of Transport & development growth: Preparing Brisbane Airport for the future
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Transport and Development Growth
Queensland Transport Conference
2012
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Fascinating Facts
6 billion pax p.a. worldwide
55,000 pax per day at BNE
Benefits of a daily B777 – 300 aircraft at BNE:
Direct aeronautical charges: $ 6.1m p.a.
Tourism expenditure: $ 60.7 million p.a. (Access Economics)
77 million aircraft movements p.a. worldwide
486 per day at BNE
Flight time from Paris to London in 1935..1hr.30mins
Flight time from Paris to London in 2011..1hr.20mins
Return airfare New York to Paris
year 1948: US$ 407 (13.6% of Gross annual salary)
year 2011: US $800 (1.9% of Gross annual salary)
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Brisbane Airport Corporation
Unlisted Public Company
Successful bidder for 99 Year Lease
Commenced 02 July 1997
Shareholders:
- Superannuation/Pension Funds (81%)
- Amsterdam Airport Schiphol (19%)
$1billion invested – further $3billion
Privately funded runway
240 Staff / 19,000 Airport Workers
Award Winning Airport
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Brisbane Airport Corporation
2700 hectares of land
Two Terminals
01-19 Runway, 14-32 Runway
Curfew-free operations
12 km from the CBD
Dedicated airport railway
The best buffer zone in Australia
26 Airlines (International & Domestic)
420 businesses
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NEW ZEALAND & PACIFIC
1. Aircalin
2. Air New Zealand
3. Air Niugini
4. Air Pacific
5. Air Vanuatu
6. Our Airline (Air Nauru)
7. Solomon Airlines
8. Virgin Samoa
ASIA & MIDDLE EAST
1. Cathay Pacific
2. China Airlines
3. China Southern Airlines
4. Emirates
5. Etihad
6. EVA Airways
7. Korean Air
8. Malaysia Airlines
9. Singapore Airlines
10. Thai International
26 Airlines serving Brisbane
AUSTRALIA
1. Aeropelican/Brindabella
2. Alliance Airlines
3. Jetstar
4. Qantas
5. QantasLink
6. Skytrans
7. Tiger Airways
8. Virgin Australia
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Market Drivers
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Growth Challenges
Sources: BAC Passenger forecasts, 2012 Property Master Plan forecastsFigure 13: Brisbane Airport Passenger and Employment Forecasts
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Keeping operational costs extremely low
High passenger load factors and aircraft utilisation
non-refundable fares.
High ancillary on board and website revenues (priority boarding, extra baggage, car hire, hotel sales, insurance)
Fast turnaround times
Rapid network growth multiple bases - aircraft come ‘home’ each night
A simple fare scheme, unreserved seating
Flying to cheaper secondary airports that provide subsidies
Point-to-point flying < 3 hours
All government taxes, airport fees charges retained by the airline if pax is a ‘no show’
Employees working in multiple roles
Single aircraft type commonly the Airbus A320 or Boeing 737 – one class
Internet ticket sales 90%+
Expect airport pax charges to reduce as volume increases
Aggressive fuel hedging (sometimes)
Low Cost Carrier Typology
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One major ‘home’ base serving a their network hub, e.g. Dubai for Emirates
Operational cost control can be compromised by ‘legacy’ work practices
Multi – class cabin configuration
Fly mainly to major capital city airports
Multi sector long and short haul flying
Use complex and costly Global Distribution Systems (GDS) that allow ‘interlining’ with other airlines
Frequent flyer programmes
Mixed fleet with, regional, single aisle and wide body aircraft types
Ticket distribution through travel agents, ticket offices and web. Some commission paid
Prepared to pay airport charges that reflect level of service: e.g. aerobridges, lounges.
On-board service included in fare price, food and beverages, in flight entertainment etc.
Focus on $ ‘yield’ per seat sold, not just volume.
Wide range of flexible and special fares
Heavily unionised workforce, higher staff to pax ratios
Full Service Airline Typology
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Master Plan
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Master Plan Purpose
The Brisbane Airport Master Plan provides the strategic
framework for planning aviation activity, airport precinct
development, environmental management, and surface
transport access in an integrated way.
It also provides Federal, State and Local government agencies,
potential investors and the community with a framework of how
the Airport intends to grow and develop over the next 20 years
and beyond.
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The 2009 Master Plan
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The 2014 Master Plan
More detail on property development
Includes the Airport Environment Strategy
Ground Transport Plan
Consistency with adjacent land uses
Terminal development strategies
Airspace protection principles
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PMP Illustrative Plan – 50 year horizon
North
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Engagement and Controls
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Community/Agency Engagement
Program
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Brisbane Airport Planning &
Development Control
Airport
Master
Plan
Airport
Development Strategy
Precinct Plans
Landscape Master Plan
Drainage Master Plan
Brisbane Airport Transport Model
Development Control Plans (DCP)
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Ground Transport Plan
Phase 1 – Agency briefings
Engagement program;
Identify agency plans and objectives;
Develop program to meet agency plans.
Phase 2 – Workshop of program plans
Information report issued;
Workshop held of programs and initiatives from agency briefings;
Report issued to agencies reflecting outcomes of workshop;
Endorsement of program and initiatives achieved.
Phase 3 – Strategy agreement
Assessment of initiatives through modelling and program actions;
5 year network assessment reflecting updated development and passenger growth;
Prepare task plans;
Presentation and final reporting.
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Ground Transport Plan
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Program and Initiative Plan
• Intersection and corridor improvements including performance measures
Initiative 1 – Improve the on airport road network
• Intersection and corridor improvements including performance measures
Initiative 2 – Improve the off airport road network
• Defining a strategy for future parking needs and introducing some green initiatives
Initiative 3 – Parking improvements
• Leveraging off the rail network and strategies to promote patronage growth
Initiative 4 – Rail network and service improvements
• Promoting growth in public transport and ground transport operations use as an sustainable transport mode
Initiative 5 - Improve Taxi, Bus, Coach & Shuttle Services
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Program and Initiative plan (cont…)
•Maintaining freight accessibility and working with agencies to better manage freight movements
Initiative 6 - Support freight movements through the airport
•Promoting active transport as an alternative mode via measures to improve accessibility
Initiative 7 - Improve the on and off airport active transport network
•Continual improvement program for road signs and use of Intelligent Transport Systems to assist
Initiative 8 - Improve information and signage for travel to, from and within the airport
•Development of strategies to promote alternative forms of transport use for passengers
Initiative 9 - Encourage passengers to use alternative modes
•Development of strategies to promote alternative forms of transport use for employees
Initiative 10 - Encourage employees to use alternative modes
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Property Master Plan – 2014 to 2019
Development Plan
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Development Drivers
- Growth in airline sector- Growth in development market- Challenges in land availability- Opportunity of site
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Aero Development to Support Growth
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MLCP / DTAP / LTCP Projects
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MLCP / DTAP Projects
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International Apron Terminal Expansion
(IATE) and Taxiway B7 – B8
Taxiway B7 – B8
“Missing Link”
Taxiway C8a
Bays 72 & 73
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International Apron &
Taxiway Expansion (IATE)
High strength concrete pavement for bays 72 and 73.
Code F or 2 Code 2 MARS gates on each bay.
Existing C9
Existing C10
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Domestic Northern Apron Expansion
(DNAE)
New high strength pavement for 8 Code C aircraft
Qantas Satellite
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Qantas Maintenance Hanger 2Due for Completion Q2 2013
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Qantas CateringDue for Completion Q2 2013
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Australian Air Express Logistics FacilityDue for Completion Q1 2013
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Qantas Link LoungeDue for Completion Q3 2012
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Domestic Terminal Strategy – Next Phase
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Background to Charter Demand
Resource boom will continue, especially strong in Queensland and WA
Many of these projects will involve contract charter flying to supply the mines/projects with human resources
From early 2011, there has been a high level of inquiry regarding the options for FIFO out of Brisbane Airport
Inquiry has come from :
Airlines – scheduled domestic carriers and charter airlines
Current tenants wanting to expand their facilities
Mining companies
Private developers
Government
Requests for terminal sites, aircraft parking areas, offices and remote operations centres
There is potential for increased FIFO aviation movements to impact on peak runway capacity if allowed to develop in an uncontrolled manner
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1
Domestic Terminal South & Apron
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1
DTS - Terminal Concept
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The NPR Project – Key Features
Construction and operation by around 2020 of
a new 3,300m runway, 2 km west and parallel to
existing main runway
Dredging of 13 Million M3 of Sand
from Middle Banks, Moreton Bay to
fill and surcharge the site.
Construction of temporary
pipeline to deliver sand to the
site
Clearing of vegetation and
preparation of site for fill.
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Construction Phase
PHASE 1 (2012 – 2014):• Civil Works (Services, Access & Drainage)• Dredging & Reclamation
SETTLEMENT PHASE (2014 – 2017):• Approx. 2-4 years of ground consolidation
PHASE 2 (2017 – 2020)• Pavements and Airfield
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Property Development
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Aerotech Park South - Mazda New Vehicle
Distribution FacilityCompletion – Q1 2013
Aerotech Park South – Mazda New Vehicle Distribution FacilityDue for Completion Q1 2013
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Australian Federal Police HQDue for Completion Q4 2012
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DHL – Freight and Logistics FacilityDue for Completion Q3 2013
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Shell Service StationDue for Completion Q1 2014
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NIOA - Armoury Defence Office and WarehouseDue for Completion Q4 2013
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Infrastructure Development
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Public Transport Map
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Active Transport Map
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Infrastructure Development
- Lomandra Drive Upgrade
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Infrastructure Development
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Infrastructure Development
– Central Parking Area
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Major Services - Easement
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Property Development Vision
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