STRATEGIC PLAN2020 – 2025

The Australian Airports Association (AAA) is a non-profit organisation that was founded in 1982 in recognition of the real need for one coherent, cohesive, consistent and vital voice for aerodromes and airports throughout Australia.

The AAA represents the interests of more than 360 airports and aerodromes Australia wide – from the local country community landing strip to major international gateway airports. The AAA also represents more than 160 aviation stakeholders and organisations that provide goods and services to airports.

The AAA facilitates co-operation among all member airports and their many and varied partners in Australian aviation, whilst contributing to an air transport system that is safe, secure, environmentally responsible and efficient for the benefit of all Australians and visitors.

The AAA is the leading advocate for appropriate national policy relating to airport activities and operates to ensure regular transport passengers, freight, and the community enjoy the full benefits of a progressive and sustainable airport industry.

ABOUT THE AUSTRALIAN AIRPORTS ASSOCIATION

The AAA Board members responsible for the development of this strategic plan were:

THE AAA BOARDThe Australian Airports Association Board hosted a strategic planning review session on 6 March 2019. This document provides an overview of the outcomes of that discussion.

National Chairman Guy Thompson

Tasmania Paul HodgenAAA Deputy Chairman General Manager Launceston Airport

Major Airports Director Chris Mills Chief Executive Officer Queensland Airports Limited

Large Regional Airport Director Bill Chapman Airport Operations Manager Mildura Airport

Small Regional Airport Director Nat Thomas Airport Manager Halls Creek Aerodrome

South Australia Howard Aspey Manager, Airport Operations Whyalla Airport

ACT Stephen Carson Chief Financial Officer Canberra Airport

Victoria Katie Cooper Head of Aviation Operations Melbourne Airport

Northern Territory Tom Ganley Chief Financial Officer and Company Secretary NT Airports

NSW Lindsay Mason Director Corporate Services Narrabri Shire Council

Western Australia Rob Menzies Executive Director, Projects Broome International Airport

Queensland Paul Watson General Manager - Civil Services and Operations Great Barrier Reef Airport, Hamilton Island

INTRODUCTION

The Board has confirmed the Australian Airports Association (AAA) strategic plan for 2020-2025. The AAA remains focused on the issues of importance to our members as we continue to provide a voice for Australian airports. Our strategic plan outlines how we will meet the evolving needs of our members, engage with government and industry stakeholders and continue to enhance our contribution to the sector.

The AAA is guided by four strategic pillars: Advocacy, Member Services, Industry Development and People and Processes. Our members have confirmed these focus areas are strongly aligned to their needs and expectations, and good progress has been made to expand the AAA’s offering as a result of this approach.

The Board’s review found the AAA has made excellent progress delivering on the strategic plan in the last year. Our small but dedicated team has advocated for our members on a wide range of complex regulatory issues, delivered relevant and engaging events and continued to build on the products and services available to members. I would like to thank Chief Executive Officer Caroline Wilkie and the team for their efforts during the year.

The Board looks forward to continuing to deliver on its strategy over the next five years. With the airport sector operating in a dynamic and evolving environment, this work remains of vital importance to a strong and sustainable Australian aviation network.

Guy Thompson National Chairman AAA

CHAIRMAN’S MESSAGE

» Remain a sustainable organisation, with consideration given to member recruitment opportunities, revenue increases, financial stability and retention of quality staff for the secretariat.

» Identify issues in real time and effectively communicate them to members and key stakeholders.

» Continue to satisfy the needs of all member airport sectors, including in the facilitation of industry information sharing and in the education arena.

» Remain the pre-eminent organisation for airport industry support.

» Take the lead on the research process for industry technical challenges, where it is feasible and practical to do so.

» Give consideration to what additional products and services the AAA can provide.

» Further develop learning and education opportunities for members.

» Provide opportunities for individuals to develop and grow within the industry, particularly to ensure better engagement with young airport professionals.

» Remain the authoritative voice for the airport industry at the Commonwealth level.

» Have greater presence and involvement on State-based policy issues.

» Protect the future viability of regional airports.

» Be a valued provider of services by industry and cater to the needs of all airport categories.

» Continue to improve the value proposition provided to Corporate Members.

» Create more opportunities for collaborative discussion and interaction with Government regulators on issues impacting the industry.

» Actively pursue and improve collaboration with other infrastructure peak bodies, as well as greater alignment with other like organisations

» Have a greater focus on international and global aviation trends and issues, including identifying opportunities for knowledge sharing.

KEY STRATEGIC CONSIDERATIONS FOR THE FUTURE

These considerations form the basis for the thinking behind the four key

high-level areas of focus for the organisation, known as The Four Pillars.

The Board has reviewed and refined the key strategic considerations for the AAA and the industry for the next five years. These will inform the AAA’s operations as it continues to deliver value for its members.

THE FOUR PILLARS STRATEGY

To meet the key challenges and issues of the next five years, the AAA Board has identified four areas of focus for the organisation. Within each of these key strategic pillars, objectives have been developed to ensure the organisation continues to operate within its purpose from 2020-2025. The management team will subsequently develop key areas of focus (initiatives) to ensure the business meets the objectives set by the Board.

Advocacy

» Policy

» Research

» Stakeholder Engagement and Relationships

» Communicating Key Messages

» Industry Leadership

Member Services

» Recruitment and Retention

» Ensuring a Strong Value Proposition

» Events and Meetings

» Resources and Services

» Membership Networks and Engagement

Industry Development

» New Products and Services

» Education

» Technical Research

» Knowledge Sharing

People and Processes

» Financial Sustainability

» High Performing and Appropriately Resourced Team

» Governance

» Board Performance

Key Issues PolicyTo be the leading voice on airport-related policy issues and provide comprehensive advice to Government that best represents the interests of the airport industry.

ResearchProviding information of value to members, stakeholders and the industry as a whole.

Stakeholder Engagement and RelationshipsTo have in place a comprehensive and strategic stakeholder engagement process to ensure all views are considered within our work, and that we represent industry interests to key decision makers and influencers.

Communicating Key MessagesTo use the AAA as a platform for promoting the essential economic and social contribution of Australia’s airports, targeting government and other industry stakeholders including the public.

Industry LeadershipTo be the industry leader on airport related activity in national and state based policy.

STRATEGIC OBJECTIVES ADVOCACY

Aviation securityChanging government security requirements will impact Australia’s major airports, in addition to 51 regional airports. The AAA has engaged with government on the planned changes since they were announced, working closely with industry to identify the cost, operational impact and requirements for new infrastructure associated with the changes.

In 2018-19, the AAA made submissions to the Department of Home Affairs on its Aviation Security Framework Issues Paper, outlining a number of issues to be resolved to ensure an efficient transition to new arrangements.

The AAA is now working closely with members and government to ensure a practical transition process. Many airports will need to invest significantly in new equipment and associated terminal reconfigurations to accommodate these changes. A strong and productive dialogue on ensuring the timing and costs of the change are fully considered is essential.

While major airports will meet the costs of new equipment and infrastructure, the AAA is liaising closely with its regional airport members to better understand the potential impact on their operations. A recent senate committee inquiry identified the significant financial strain regional airports are experiencing and called for a detailed analysis of the cost impact of security changes at these airports.

The AAA has highlighted the importance of ensuring any up front infrastructure costs – in addition to ongoing operation, maintenance and resourcing – does not add to the already significant financial hardship experienced at some regional airports. It will continue to advocate on this important issue to ensure changing requirements can be implemented in a way that ensures the safety, security and long-term sustainability of our national aviation network.

Regional airport fundingThe AAA welcomed the announcement of a $100 million regional airport fund in March 2019, following our extensive campaign to Protect Regional Airports. The funding will be delivered over four years to help regional airports complete essential maintenance and upgrades.

The AAA is now working with government to confirm the selection criteria for the fund, with the first grants to be awarded in the second half of 2019.

Productivity Commission inquiryThe Productivity Commission inquiry on the economic regulation of airports was completed in 2019, with the final report provided to the Federal Government in June. The report’s public release is expected in the second half of 2019.

The AAA has made several submissions as part of the inquiry process, including independent research it commissioned. The Productivity Commission’s draft report found the current regulatory approach is fit for purpose, and changes proposed by the domestic airline lobby were unnecessary and risky.

The AAA looks forward to responding to the final report and any associated government recommendations in 2019.

MOS 139 The AAA has been closely involved in the Civil Aviation Safety Authority’s (CASA) Post Implementation Review (PIR) of the CASR/MOS Part 139 for aerodromes since 2014. As the cornerstone safety regulatory framework for our industry, the review of MOS Part 139 is very important to ensure airports are able to reasonably and practically meet required safety standards.

Revised regulations were approved by Government in February 2019 and was due to be finalised in July. A transition process will be completed ahead of implementation of the regulations in August 2020. There will then be a further two-year transition process for registered aerodromes to be compliant with the new standards.

The next fundamental component of the transition process will be industry education and communication, as well as the development of detailed guidance materials (in the form of Advisory Circulars and Alternative Means of Compliance) to support the new standards.

The AAA will also be updating its Airport Practice Notes to align with the revised regulations in 2019-20.

Australian Border ForceBorder agency resourcing for processing passengers continues to be a daily challenge for airports across Australia, with the AAA raising concerns that current Australian Border Force (ABF) monitoring processes were hiding the truth about queue wait times in peak periods.

Resourcing constraints are particularly challenging for our top four major international gateway airports, which handle over 92 per cent of Australia’s total international passengers.

With passenger numbers forecast to continue to grow, there is an urgent need to review and improve ABF’s operational resourcing allocations, including the way it monitors and measures performance.

Its current, 24-hour rolling monitoring does not account for the high passenger volumes experienced at peak times, when people are likely to wait longer than the daily averages suggest.

The AAA will continue to engage with Government on this issue to ensure the smooth operation of border processing.

PFASThe AAA has welcomed the creation of a PFAS Taskforce by the Federal Government to support a nationally consistent approach to PFAS management. The AAA will continue to liaise with the taskforce and Airservices Australia on behalf of its members.

Key Issues Recruitment and RetentionTo ensure the AAA represents the bulk of airports and corporate providers in the airport industry in Australia. To grow this membership where possible to ensure broader representation and better outcomes for members.

Ensuring a Strong Value PropositionTo ensure the needs of each major sector of the AAA’s membership are met, including small aerodromes, large regional aerodromes, major airports and corporate members.

Events and MeetingsContinue to deliver high quality events and meetings, in a cost-effective manner, with strong educational content that continues to meet the needs of members.

Resources and ServicesEnsure that we are always open to considering new services and resources that meet the needs of members.

Member Networks and EngagementTo develop a strong networking culture amongst the AAA’s members to deliver benefits, not only for the development of AAA policies and material but for the wider benefits that networking and information sharing brings to airports and businesses.

STRATEGIC OBJECTIVES MEMBER SERVICES

We recognise that a strong membership base supports effective advocacy for our industry. While a significant proportion of Australian airports are AAA members, we continue to develop our offering to support membership growth over time.

Building stronger partnershipsThe AAA’s corporate members are an essential part of the airport community, providing much-needed goods and services to our airport members.

In 2018-19, we developed a new partnership strategy that allows corporate members to maximise the benefits of their AAA membership through targeted participation in our meetings and events program.

With the new partnership structure now confirmed, the AAA is working with its corporate members to build stronger partnerships over time.

Marketing and communicationsAs the range of services and benefits continues to grow, we are committed to ensuring members can access the information they need, when they need it.

Our marketing and communications strategy continues to develop to ensure members receive targeted and relevant information on the AAA’s services to support them in their day-to-day operations.

We are continuing to develop our digital platforms to enable regular, real-time updates to members across the country. Our marketing and communications strategy is regularly reviewed to ensure it meets the needs of our members.

Connecting with our membersThere are a range of ways for members to stay in touch with the latest information and access the member services available to them. Here are just a few.

An extensive meetings and events program

The AAA hosts a wide range of events and division meetings throughout the year to provide inspiration, guidance and technical expertise for airport professionals. You can find the latest information on upcoming events, including how to register or suggest a speaker, in Airport Alert each week.

Committees and networking groups

If you have expertise to share and want to be part of advancing the industry, contact the AAA to express your interest in joining a committee or networking group. Call us on +61 2 6230 1110.

AAA Members Centre

Providing access to free resources and making it easy to sign up to AAA events – just by logging in at airports.asn.au. If you need any help registering for the AAA Members Centre, download our step-by-step guide at https://aaa.eventsair.com/AAAMembershipPortal/aaa/member-centre

Weekly updates with Airport Alert

Airport Alert is a must-read weekly enewsletter for AAA members, providing updates on news, events and job listings in the industry. To subscribe, simply log in to the AAA Members Centre and register at https://aaa.eventsair.com/AAAMembershipPortal/aaa/member-centre

The latest industry insights at The Airport Professional

The Airport Professional is home to news and thought leadership for Australian airports. Subscribe to our monthly enewsletter for regular updates on the latest content available at airportprofessional.asn.au.

Timely and relevant content on social media

The AAA’s social media platforms provide many opportunities to be part of industry discussions on the issues that matter. Follow us on LinkedIn, Twitter or Facebook to stay up to date with our latest news, events and resources. AAA members can also ask to join dedicated LinkedIn groups for our Women in Airports Network and Young Airport Professionals Network for a more focused discussion on building your career in aviation.

Key Issues InnovationInvestigate new options and/or products that the AAA could offer its members

EducationDeliver a comprehensive education program for industry that meets the needs of all members.

Technical ResearchInvestigate what role the AAA might play in being the facilitator of major technical research of benefit to industry.

Knowledge SharingFurther enhance opportunities for members to facilitate the sharing of key industry knowledge.

STRATEGIC OBJECTIVES INDUSTRY DEVELOPMENT

Online educationThe AAA’s online education resources allow members to access professional development any time, anywhere. They are a valuable introduction to people new to the airport industry and a useful refresher for more established employees.

In 2019-20, we will be updating our online education resources to align with changes to MOS 139. This will ensure members can access up-to-date and relevant information as the changes come in to effect and provide an opportunity for staff to gain a better understanding of how the changes affect them in their roles.

Women in Airports Network (WIAN)The Women in Airports Network (WIAN) was launched in 2019 to support the advancement of women across all aspects of airport operations. The network’s dedicated LinkedIn group has attracted a strong following, sparking new conversations on the diversity of our workplaces.

In November 2019, the AAA will host its inaugural Women in Airports Forum to build on the momentum of the network’s online community. The Forum will set the priorities for WIAN in 2020, identifying key areas of focus to be progressed by the committee. Additional professional development sessions will also form part of the Forum.

Young Airport Professionals Network (YAPN)The Young Airport Professionals Network was established in 2018 as part of the AAA National Conference. The committee has since identified a range of opportunities for building a strong network among young professionals in the airport industry.

The network’s inaugural event will be held as part of the 2019 AAA National Conference, with the committee to confirm its agenda for 2020 soon after.

Key Issues Financial SustainabilityEnsure the AAA is financially sustainable for the long term.

High Performing and Appropriately Resourced TeamMaintain a team that can deliver on the needs of members. To do this the AAA must ensure the team has adequate resourcing and support in place to achieve deliverables.

Governance Ensure that appropriate controls and governance are in place, in accordance with industry standards and best practice.

Board PerformanceHave a high performing Board, which adds value and is focused on ensuring governance best practice.

STRATEGIC OBJECTIVES PEOPLE AND PROCESSES

Board performance and successionIn 2019-20, the Board will undertake an independent audit to assess its performance, structure and succession planning. The audit will ensure the Board continues to meet the needs of the AAA and its members as it continues to grow.

It is anticipated that the outcomes of the audit will be discussed at the AAA AGM in November 2019, with any resulting actions to be considered for implementation in 2020.

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P: 02 6230 1110 E: info@airports.asn.au