Strategic Planning at Brisbane Airport

Justin Paul () and Eva De Groot
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Justin Paul: Nagoya University of Commerce & Business, Japan
Eva De Groot: Nagoya University of Commerce & Business, Japan

Asian Case Research Journal (ACRJ), 2010, vol. 14, issue 02, 265-293

Abstract: The CEO of Brisbane Airport Corporation (BAC), Koen Rooijmans, and his airport planning executive manager, Mark Willey, were preparing strategic plan for BAC's required development projects to facilitate the forecasted future demand of aircraft traffic movements at Brisbane Airport. This forecast, estimated an 80% increase in the total number of passengers who will use the airport by 2012–13. As a consequence, BAC's current facilities would not be sufficient to handle this increase in operations. Therefore, BAC had to expand its airport by constructing new roads, extending its terminals, and building a new runway.This case takes a look at how BAC's airport planning department implemented its new projects. Before BAC was allowed to expand its airport, the company had to write an Environmental Impact Statement (EIS) and a Major Development Plan (MDP). In case of the new runway, all possible problems concerning the community, the environment, noise pollution, and the impact on its current operations had to be considered.Another important issue is the diversification possibility of Brisbane airport as an airport city. In this way, the airport become less dependent on their aeronautical-related revenues that tend to diminish in case of terrorist attacks, economic downturns, and collapsing airlines. Besides providing transportation means, the airport city can also offer exhibition complexes, regional corporate headquarters, entertainment, and retail outlets.

Date: 2010
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DOI: 10.1142/S0218927510001416

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