21 - 22 March 2017 | Swissotel Sydney, NSW Australia

Conference Day Two: Wednesday, 22 March 2017


09:00 - 09:10 Opening Remarks by IQPC Australia and the Conference Chair

Bill Burke - CEO, Mildura Airport

Bill Burke

Mildura Airport

09:10 - 09:50 CASE STUDY: Nelson Airport: Working Together with Local Community and Stakeholders to Secure Council Approval

Robert Evans - CEO, Nelson Airport NZ
Nelson airport is currently embarking on a NZD 35-40 million re-development. It will be the first timber airport in the southern hemisphere, expanding its car-parking and building a new terminal to cater for growth. All of this would not have been possible without the co-operation of the local council, the airlines and the community. As such, this session will discuss:
  • Developing councillors’ thorough understanding of aviation and tourism to have more productive discussions on cost-needs topics
  • Listening to airlines needs in order to strengthen existing services and appeal to new airlines
  • Planning with stakeholders for growth opportunities

Robert Evans

Nelson Airport NZ

09:50 - 10:30 PANEL DISCUSSION: Panel Discussion and Q A: How can Airports be More Attractive to Airlines?

Paul Bredereck - Managing Director, JetGo
This panel will have an in-depth discussion on the ways in which airports can sustain long-term relationships with airlines, as well as the types of things airports can do to attract new airlines. It will also open the floor to all attendees to ask questions. Questions will include but are not limited to:
  • What facilities are must-have/incredibly appealing to airports?
  • What might airlines be willing to invest in if they see a growth opportunity?
  • What are some red-flags that an airport isn’t worth doing business with?
  • What do airports need to provide airlines in order to open the possibility for new route development?

Paul Bredereck

Managing Director


11:00 - 23:40 CASE STUDY: How Dubbo Airport Has Sustained a Prolonged Period of Growth and the Plans to Maintain this Trajectory

Ken Rogers - Airport Director, Dubbo Airport
Dubbo recently grew its annual passenger numbers to 200 000 people per year. This illustrates a two year growth trajectory that has been sustained through the additional services the airport has brokered. This growth is intended to be preserved through continued airport development. This session will review:
  • How Dubbo has brokered new routes with airlines like FlyPelican in order to provide for customer demand
  • The strategy and growth process behind catering to the population in the wider Orana region, thereby becoming a vital regional resource
  • How appealing to a wider region has had economic benefits to the Dubbo community
  • Incorporating user survey results into the future development of the airport

Ken Rogers

Airport Director
Dubbo Airport

23:40 - 12:20 CASE STUDY: Understanding the Strategies of JetGo’s Airline Services and its Growth Plan

Paul Bredereck - Managing Director, JetGo
JetGo provides a vital regular public transport network and charters flights to provide for fly-in/flyout workforces that services nine destinations across Victoria, New South Wales and Queensland. It also recently acquired an Embraer regional jet in order to run greater long-distance routes. This session will discuss:
  • How the airline has managed to compensate for a lack in demand of the fly-in/fly-out workforce following a slump in the resources boom
  • Reviewing JetGo’s services as a reflection of supply and demand and thus understanding how it makes route development decisions
  • An analysis of JetGo’s current growth plan and an overview of how regional airports can appeal to it

Paul Bredereck

Managing Director


13:20 - 14:00 CASE STUDY: How the Brisbane-West Wellcamp Airport Assists Agricultural Development in Queensland

The Brisbane-Wellcamp Airport is the first privately built public airport in Australia. It also provides an important case study in regional agricultural development. This is because once a week, it freights produce straight from the Darling Downs region to Hong Kong. In effect this flight provides an important source of revenue to local farmers, providing a direct link to the Asian market. This case study will review:
  • The two-year process behind planning and implementing the international route
  • How this new freight route has become a vital resource by creating thousands of new jobs and bringing over 60 businesses to the Darling-Downs region
  • Maintaining stakeholder engagement through monthly Enterprise Meetings

14:00 - 14:40 CASE STUDY: Reviewing the Return on Investment for Orange’s Recent Airport Expansion

Chris Devitt - Director Technical Services, Orange City Council
Orange airport carries between 55 000 and 60 000 passengers per year and 25 return flights per week. At the end of 2015, Orange Airport completed a $19 million expansion with the use of Federal, State and Local Council funding. Recently, Orange City Council has proposed to continue development and create a Business Park around the airport. This case study will review:
  • The process behind appealing to sate and federal governments to receive funding
  • How updating particular terminal facilities, such as, check-in desk, baggage carousel, nearby parking lot, and coffee shop, has improved customer opinion
  • How stakeholder engagement assisted in the previous re-development process and how it’s expected to support future development
  • Plans for the future Business Park and how it’s expected to improve revenue

Chris Devitt

Director Technical Services
Orange City Council

14:40 - 15:20 Strategies for improving regional airport profitability: Are passengers willing to pay for integrated air bus services?

By focussing on the strategic management of integrated transport based on the concept of mobility as a service, regional airports can significantly grow patronage by offering more integrated services. The public ground transport experience will therefore not only impact on the perceived flight product quality but also on other products along the aviation value chain. This session will review a study that observes:
  • The value of integrated planning and management efforts such as joint timetabling and joint pricing t get a competitive advantage over other airports and thus increase demand
  • Case studies in regional NSW which demonstrate the willingness to pay for integrated add-ons to scheduled regional air services.

15:20 - 15:50 Networking Afternoon Tea Break

15:50 - 23:59 END OF DAY TWO