Case Study – Airports

Brisbane Airport Corporation

Building customer stewardship highlights:

  • Importance of aligning mega projects and micro projects to work together in delivering customer outcomes sooner
  • Successful airport work and shape their networks beyond traditional ownership boundaries
  • Risk and technology shifts must create value through innovation
  • Customer & stakeholder trust is key to growing enterprise value


In 1997, as part of the privatisation of major Australian airports, Brisbane airport was acquired for $1.4 billion from the Federal Airport by Brisbane Airport Corporation (BAC) under a 50-year lease (with an option to renew for a further 49 years). Since that time, BAC has assumed ultimate responsibility for the operations of Brisbane Airport including all airport infrastructure investment.


Customer Stewardship Challenge

Brisbane Airport Corporation understands that people don’t travel to an airport they travel to a destination. With 24,000 people working on or with the airport, located 8 kilometres from Brisbane CBD, and with 500 hectares of land available for future development, the stewardship challenge facing Brisbane Airport is how to continue its development. That is by serving its growing customers whilst becoming an integrated services hub and gigabit precinct for the benefit of Brisbane and the Queensland economy.

Brisbane Airport is in the midst of a ten-year $3.8 billion infrastructure investment program that aims to position the airport as the nation’s preferred gateway airport. With the expansion of the northern International Terminal adding 11,000 square metres of space, and new runway currently under construction is scheduled to open in 2020. The airport is focussed on ensuring its big and many small projects contribute to it being well positioned to be the nation’s preferred gateway airport for all.



Significantly deeper customer engagement led to better long term outcomes

  • Integrated service economy unique to the airport precinct
  • Changing facilities underpins better access for all people with disability and their carers
  • Enhanced sustainability and resilience with water and energy management
  • Superior use of capital by investing for example in software to improve slot management in peak periods.

* This case study was prepared as part of a thought leadership program at the Better Infrastructure Initiative, John Grill Centre for Project Leadership, University of Sydney in 2017-18.

Image courtesy of Brisbane Airport Corporation