6135 WAC (Annual_2001_Final)

Transcription

WESTRALIA AIRPORTS CORPORATION ABN 24 077 153 130
Westralia Airports Corporation
Baker Road
(opposite Domestic Terminal)
Perth International Airport
PO Box 6, Cloverdale
Western Australia 6985
Telephone: +61 8 9478 8888
Facsimile: +61 8 9277 7537
Email: per@perthairport.net.au
Web Site: www.perthairport.com
Pty Ltd ABN 24 077 153 130
Our Mission. To develop
the airport as a world class
facility which maximises
value to shareholders,
respects the expectations
of all stakeholders and
maintains a commitment
to its people, safety
and the environment
™
™
Propriety Limited
ABN 24 077 153 130
ACN 077 153 130
Registered Office
Directors
Mr David Ian Crawford
Mr Michael Clifford Fitzpatrick
Mr Allan Griffin
Mr Peter Taylor
LOCATION
Mr Peter Jones
Westralia Airports
Mr Dominic Helmsley
Corporation Pty. Ltd.
Baker Road
6105 Western Australia
Company Secretary
Mr Wayne Ticehurst
MAIL
Westralia Airports
Chief Executive Officer
Mr Graham Muir
PO Box 6 Cloverdale
Executives
Mr Richard Gates
Contact Numbers
GENERAL MANAGER AIRPORT
TELEPHONE
Mr Torben Petersen
+61 8 9478 8888
DIRECTOR TECHNICAL SERVICES
FACSIMILE
Mr Wayne Ticehurst
+61 8 9277 7537
EMAIL
CHIEF FINANCIAL OFFICER
Mr Andrew Whiteside
GENERAL MANAGER
per@perthairport.net.au
PROPERTY & DEVELOPMENT
WEB SITE
www.perthairport.com
Auditors
Ernst & Young
Central Park
152 St. George’s Terrace
Perth 6000
Western Australia
™
List of Figures
3
Chairman’s Report
4
Review of Operations
6
Board of Directors
8
Company Overview
10
Airport
14
Property and Development
22
Retail
28
Ground Transport Services
30
Support Services
32
Fig 1.
Westralia Airports Corporation Pty Ltd Group Structure. SOURCE WAC
10
Fig 2.
Westralia Airports Corporation Pty Ltd Comparison of Financial Performance. SOURCE WAC
12
Fig 3.
Operating Revenue by Source for 1999/00 versus 2000/2001. SOURCE WAC
13
Fig 4.
Expenses by Source for 1999/00 versus 2000/2001. SOURCE WAC
13
Fig 5.
Four year comparisons for International and Domestic Passengers
1997/98 1998/99 1999/00 2000/01. SOURCE WAC
14
Fig 6.
Four year comparisons for International and Domestic Movements
1997/98 1998/99 1999/00 2000/01. SOURCE WAC
14
Fig 7.
Four year comparisons for International and Domestic Tonnes Landed
1997/98 1998/99 1999/00 2000/01. SOURCE WAC
14
Fig 8.
Total break-up in Domestic and International Passengers for
Perth International Airport FY 2000/01. SOURCE WAC
15
Fig 9.
Total break-up in International Outward and Inward Passengers for
Perth International Airport FY 2000/01. SOURCE WAC
15
Fig 10.
Total International Passenger Arrivals by Airline for Perth International Airport
FY 2000/01. SOURCE DIMA
15
Fig 11.
Total International Passenger Departures by Airline for Perth International Airport
FY 2000/01. SOURCE DIMA
15
Fig 12.
Total International Passenger Arrivals by Region of Nationality for
Perth International Airport FY 2000/01. SOURCE DIMA
15
Fig 13.
Total International Passenger Departures by Region of Nationality for
Perth International Airport 2000/01. SOURCE DIMA
15
Fig 14.
Australian Nationality International Departures Perth International Airport 2 Year Analysis. SOURCE DIMA
16
Fig 15.
International Route Map. SOURCE WAC
17
Fig 16.
Weekly International Airline Capacity Report into Perth from last Port
- Jun 2001 v Jun 2000 v Jun 1999. SOURCE WAC
17
Fig 17.
Airline Capacity Report – Airline Capacity Report into Perth from last Port
Financial Years 2000/2001 v 1999/2000 v 1998/1999. SOURCE WAC
18
Fig 18.
Summary of Dedicated Air Freight Services Into Perth International
Airport 2000/01. SOURCE WAC
18
Fig 19.
Summary of ‘Arrivals’ Performance Indicators. SOURCE WAC
19
Fig 20.
Summary of ‘Departures’ Performance Indicators. SOURCE WAC
19
Fig 21.
Summary of ‘Taxi Arrivals’ Performance Indicators. SOURCE WAC
19
Fig 22.
Summary of Overall Customer Service Performance Indicators. SOURCE WAC
19
Fig 23.
2000-01 WAC Revenue Sources
27
Fig 24.
1997-98 WAC Revenue Sources
27
The company’s trading performance, as
Retail income is set to continue growing
measured by Earnings Before Interest,
following the successful negotiation of a
This financial year has
Tax, Depreciation and Amortisation (EBITDA),
10 year contract with existing Duty Free
seen Westralia Airports
was $49.57 million, an increase of $5.52
operator, the Nuance Group, to operate the
Corporation (WAC)
million, or 12.5 per cent on the previous year.
duty free and tax free concessions in the
The EBITDA growth was driven by an 11
international terminal. This deal is expected
per cent ($7.61 million) increase in revenues,
to generate sales in excess of $700 million
reaching $76.76 million.
over the next 10 years.
Airport in the four
years since taking
WAC has achieved a compound annual
Ground transport revenues for the year of
over in 1997.
average growth rate of 10 per cent in
$11.54 million were $0.15 million or 1.3 per
EBITDA for the four years to June 2001.
cent below the previous year, reflecting a
record its strongest
performance as owner
of Perth International
reduction in parking revenues and ground
After allowing for depreciation, amortisation,
transport fees paid by taxis.
primary and sub-ordinated debt interest,
WAC recorded an operating loss before tax of
Income from property related business
$20.42 million. This result is an improvement
activities of $26.55 million increased by $6.18
of $1.97 million on the previous year.
Aeronautical revenues increased on last
year’s figure by $0.53 million or 2.6 per
cent to $20.36 million. This was despite
further reductions in unit aeronautical
charges of 3.3 per cent for the year due
during the year contributed $5.10 million
towards this result, in addition to a number
of new property developments and tenancies.
Total expenses of $27.19 million increased by
$2.09 million, or 8.3 per cent over 1999/2000.
tonnes landed were 8.3 per cent below
This result is affected by the inclusion of an
last year due to cessation of transiting
amount of $1.02 million, which relates to the
flights to and from South Africa.
cost of sales of the capital land leases in the
per cent increase in domestic tonnes
landed, the full year inclusion of
revenue from Government mandated
total expense figure for 2001, and by the
inclusion of an amount of $0.93 million of
abnormals in the previous year’s expenses
(reflecting a change in accounting policy).
checked bag and security screening,
Labour costs increased by $0.51 million, or 7.6
and a re-balancing of aeronautical
per cent, due to a four per cent Enterprise
charges to passenger-based charges
Bargaining increase, as well as WAC choosing
for international carriers.
to directly employ car park and kerbside
Retail activities provide a major source
of income for WAC, and this year, an
management staff who were previously
employed by a contractor.
increase of $0.67 million or 4.1 per
Recharge expenses increased by $0.73 million
cent on the 1999/2000 year saw retail
or 8.2 per cent due to the full year impact
revenue reach $17.22 million. This
of the costs of Government mandated
result was in line with the growth
checked bag and security screening activities.
of four per cent in international
Administration expenses decreased by
passengers with WAC maintaining
$0.54 million, or 11 per cent. Administration
its strong passenger spend rate.
4
Gross proceeds from three capital land leases
to the CPI-X price cap. International
These reductions were offset by a 3.9
Page
million, or 30.3 per cent over the previous year.
expenses include expenditure of $0.23 million
for the Aviation Development Program. This
encourages efficient future investment in
program is an initiative that assists aviation
aeronautical infrastructure.
development projects in Western Australia.
During May, the world’s leading airport
Maintenance expenses were up by $0.39
operator BAA Plc, together with existing
million or 19.9 per cent due to programmed
Airstralia Development Group (ADG)
maintenance for runways and taxiways,
shareholders - the listed Australian
as well as landscaping the car parks.
Infrastructure Fund and its unlisted affiliate,
In March, WAC lodged its submission to the
Productivity Commission’s Inquiry into the Price
Regulation of Airport Services. This inquiry is
Utilities Trust of Australia - completed their
acquisition of the 16.1 per cent equity
interest previously held by TBI Plc.
scheduled to report to the Commonwealth
The BAA involvement presents exciting
Government in December on the need for, and
prospects for WAC, particularly in the areas
form of price regulation of airport services
of retail and air service development, where
from 1 July 2002. With approximately $20
BAA has proven its leadership internationally.
million of revenues subject to direct price
oversight and a further $14 million in revenues
currently subjected to prices monitoring, WAC
is keen to ensure the development of a fair
pricing regime that recognises the significant
countervailing market power of airlines and
David Crawford, Chairman
Page
5
Property development
and management is the
fastest growing area of
WAC’s operations, and
this year, some major
milestones were achieved
by our property and
development group,
including securing many
new developments and
winning prestigious
industry awards.
Page
6
The longer term potential of WAC’s property
and aeronautical assets is encapsulated in
‘Vision 2018’, which shows how the airport and
its unique property estate will be integrated
as an internationally recognised business
enterprise zone and commercial business district.
WAC’s aeronautical business and
Several significant commercial property
development projects were completed during
2000/2001 as the first steps towards ‘Vision
2018’. This saw new tenants, including
Fowles, Skywest, Cummins and a Freight Park
Complex, tenanted by various freight forwarders
and Australia Post. Construction of a new
facility for Western Power also commenced.
During the year, WAC
WAC commissioned and completed a
comprehensive independent valuation of all
land, building and civil works assets this year.
Independent valuers were engaged to carry
out the task, valuing many assets not
previously valued. The valuation was
conducted in accordance with a valuation
handbook prepared under the supervision of
Ernst & Young. The handbook provides a
sound and defensible basis for undertaking
future valuations for the purposes of:
financial reporting;
providing a defensible basis for valuations
of currently regulated assets;
assisting in determining future property
development inherent value;
determining insurance values; and
determining land tax values.
and appropriate form of any
The independent valuations have valued land,
buildings and works assets at approximately $80
million above current carrying values. WAC has
elected not to book the valuations in 2000/2001,
although we have disclosed the valuations in
the notes to the financial statements.
that revenue derived from what it described as
A Perth International Airport Property Trust (PIAPT)
progress was made this year with respect to
is being created to provide ongoing funding for
resolving an ACCC recommendation for the
property development activities. Management has
fuel throughput fee price restrictions.
been working closely with key stakeholders to
Similarly, the ground transport facility
secure the necessary funding and approvals for
fee issue remains unresolved. This fee was
the establishment of the Trust. Proceeds of
introduced by WAC in January 1999 on
approximately $18 million are expected to be
the basis of representations made by the
generated from the first trust transactions.
Commonwealth Government in the Perth
aeronautical related business
of retail and ground transport
performed solidly during the
year and are positioned for
future growth.
made a submission to the
inquiry by the Productivity
Commission into the Price
Regulation of Airport
Services. The Commission will
make recommendations to
Government on the need for
prices regulation from July 2002.
The outcome of the inquiry will have
a material impact on WAC’s revenue
and a fairer pricing regime to support
investment in aeronautical infrastructure is
needed. The Commission has circulated a draft
report with a final report due
in December 2001. The current CPI-X regime has
delivered significant discounts in airport charges
to airlines, but has proven to be heavy handed
and provides little incentives for investment. It has
also resulted in a number of interpretations by
ACCC which have caused major difficulty for WAC.
In particular, in its Regulatory Report relating
to Perth International Airport dated April 2001,
the ACCC re-affirmed a view it previously held vehicle access charges falls under the definition
of ‘aeronautical services’ in Pricing Declaration
87, and that as a result, revenue derived from
these charges should be included in the
aeronautical price cap. Similarly, no further
aeronautical traffic levels at the time. A number of
factors outside WAC’s control have contributed to
significantly dampening the projected traffic
levels. As a result, WAC successfully approached
the Department of Transport and Regional Services
this year to seek amendment to the commitment
allowing it to be extended a further four years.
WAC re-balanced its aeronautical charges in
2000/01 to become one of the first airports in
Australia to implement passenger-based charging
for international airlines. The re-balancing was
undertaken within the parameter of the CPI-X
price cap that applies to aeronautical charges,
and was approved by the Australian Competition
and Consumer Commission.
WAC has supported the State Government’s push
towards boosting Western Australia’s tourism
industry by continuing to play an important role
in the industry. For the third successive year, WAC
was the major sponsor of the Western Australian
Tourism Awards. WAC has also been represented
on a number of tourism and travel related
International Airport
Information Memorandum and
by Commonwealth officials in briefings during
the time the airport was offered for sale.
bodies, working with industry to realise the
WAC has continued to make strong
Arab Emirates markets. The research is aimed at
representations to the ACCC and to the
identifying opportunities to develop an effective
Commonwealth Government that the ACCC had
marketing strategy designed to build
misinterpreted the intent of the Commonwealth
international traffic to WA.
pricing declaration and the Commonwealth’s
Service quality has continued to be provided at
stated intentions when it promoted the sale of
a high standard at Perth International Airport,
the airport leases. WAC believes these views are
with the Australian Competition and Consumer
supported by principles set out in a discussion
Commission (ACCC) issuing its third report
paper issued by the Commonwealth Department
during the year on service quality at the airport.
of Transport and Regional Services in December
The report concluded that airport users and
1998 dealing with Ground Access Fees and the
passengers were satisfied with almost all aspects
CPI-X Price Cap, as well as references in the Perth
of the facilities and services we provide.
International Airport Information Memorandum.
enormous tourism potential in the State. This has
included investment of more than $0.5 million
into research for the South African and United
WAC has established the foundations for strong
WAC has brought its concerns to the attention
business growth and has taken the first steps
of the Deputy Prime Minister and awaits a
towards realising ‘Vision 2018’.
satisfactory resolution to this matter.
Under the Airport Sale Agreement, WAC is
committed to undertake a defined level of
expenditure on airport development over a
10 year period from 1 July 1997. The capital
expenditure commitment was based on forecast
Graham Muir, Chief Executive Officer
Page
7
Mr David Ian Crawford (Chairman)
B Com (Hons) MA (Pol Sc)
Appointed as Non-Executive
Chairperson to Board in April 2000.
Mr Crawford is also currently
Chairman of Export Grains Centre
Ltd, Chairman Supersoftware
International Pty Ltd, Chairman
Advisory Board Curtin University
Graduate School of Business,
Member of WA Advisory Board for
Transfield Pty Ltd., and Councillor
for the National Competition Council.
BEng(Hons), BA(Hons) Oxon
Michael Fitzpatrick is the managing
director and founder of Hastings
Funds Management Limited
(Hastings). Prior to establishing
Hastings in 1994, Mike was a director
of CS First Boston, and is now a
member of a CS First Boston
advisory board. He is a director of
a number of Hastings managed
investments, including Pacific Hydro
Limited, Utilities of Australia Pty Ltd,
Airstralia Development Group Pty
Ltd and Port of Portland Holdings Pty
Ltd (formerly Infratil Australia).
Mike is a former Chairman of the
Australian Sports Commission.
Dr Allan Griffin
FSIA, Ph.D, FRMIT (Management),
Grad Dip Banking and Finance,
Grad Dip Applied Finance and Investment
Dr Griffin has been a director since
1997 and is Chairman of WAC’s
Audit Committee. He is a director
of Utilities of Australia Pty Ltd,
the corporate trustee of Utilities
of Australia and a major
shareholder of WAC.
Mr Peter Taylor
B.BUS (Accty) DISTINCTION, ICA
Peter Taylor is an Associate of Hastings
Funds Management Limited. Mr Taylor
was appointed as a Director in July
2000 and is a member of the Audit
Committee. Mr Taylor is currently a
director of the Northern Territory
Airports including Darwin, Alice Springs
and Tennant Creek, Gold Coast Airport
Limited and Port of Portland Limited,
and an alternate director of Interlink
Roads Pty Ltd.
Mr Peter Jones
BSc (Hons) Mathematics, University of London
Peter Jones is Director of Corporate
Finance for BAA plc and Finance
Director for BAA International. He is
also a Board member of BAA’s other
international airport companies in the
USA and Italy, as well as the Northern
Territory Airports.
Mr Dominic Helmsley
Southampton University - Civil Engineering, London
Business School - Corporate Finance
Dominic Helmsley is Business
Development Director for BAA
International. He joined BAA
International in 1996 and has worked
throughout Asia, the United States,
Latin America and the Middle East,
pursuing potential opportunities for
BAA. He has also been closely involved
in the development and review of
BAA’s international strategy as it has
evolved over the last 2-3 years. He is
currently leading a bid in Oman as
well as following up several other
opportunities around the world.
About Westralia Airports Corporation
Limited is a specialist Australian Infrastructure
With an excellent support network and solid
Company and engages in long-term
airport business background, Westralia
investment in infrastructure assets.
Airports Corporation (WAC) has continued to
The shareholders of Airstralia Development
strive towards achieving its mission – to
Group (ADG) have a wealth of experience in
develop the Airport as a world class facility
the ownership and operation of airports and
which maximises value to shareholders,
other infrastructure assets worldwide,
respects the expectations of all stakeholders
providing excellent support to WAC.
and maintains a commitment to its people,
BAA, which is the world’s largest airport
to its people, safety
safety and environment.
company, has entered into a technical services
and environment.
WAC completed its fourth year as owner of
agreement with WAC. As the airport’s
Perth International Airport with some
technical partner, BAA will provide a range
changes in its share structure.
of international airport business expertise to
Our Mission – to develop
the Airport as a world
class facility which
maximises value to
shareholders, respects
the expectations of
all stakeholders and
maintains a commitment
WAC to assist in the operation of the airport.
Westralia Airports Corporation Pty. Ltd.
(WAC) is a wholly owned subsidiary of
Airstralia Development Group (ADG).
WAC has six corporate objectives it operates to,
and these are to:
Maximise shareholder returns.
ADG’s shareholders are:
Utilities Trust of Australia (UTA) 34.46 per cent;
Perth Airport Property Fund (PAPF) 24.54 per cent;
Australian Infrastructure Fund (AIF) 26 per cent; and
Position Westralia Airports Corporation as
a leading corporate identity and international
airport operator.
Achieve a reputation for excellence in
customer service.
Achieve excellence in management
standards and procedures.
BAA Australia Pty. Ltd. (BAA) – 15 per cent.
Hastings Funds Management administers UTA,
Build a workplace environment focused
on achieving corporate vision and mission.
Operate in an environmentally
PAPF and AIF, giving a total equity interest of
85 per cent. Hastings Funds Management
responsive manner.
Figure 1
Westralia Airports Corporation Pty Ltd
Group Structure. SOURCE WAC.
Utilities Trust
of Australia
Perth Airport
Property Fund
34.46%
B&A Australia
Pty Ltd
15%
24.54%
Airstralia
Development
Group
Australian
Infrastructure
Fund
26%
100%
Bank
Syndicate
Westralia
Airports
Corporation
100%
Perth
International
Airport Lease
and
Related Assets
Capital
Markets
WAC’s business units cover several airport-
Strategically located as one of Australia’s
related activities, including:
closest airports to South East Asia, Europe
airport operations;
aeronautical infrastructure, maintenance
and development;
property, including property development
and retail;
and Africa, Perth International Airport is
Australia’s fourth largest in terms of
passenger traffic.
A recent economic impact study showed
car parking;
that the airport contributes $900 million
electricity reticulation; and
each year in salaries and wages, and
airport consultancy.
provides direct and indirect employment
As part of its consultancy role, WAC supports
of almost 17,500 jobs. (Economic impacts
State and regional economic development
associated with Perth International Airport
initiatives and works closely with public and
- October 1999.)
private sector agencies.
About Perth International Airport
As the international, domestic and regional
gateway to Western Australia for commercial
aircraft, freight and passengers, Perth
Located only 12 km from the heart of Perth,
the airport is part of a 2,105 hectare estate,
with the capacity to expand to meet projected
commercial aviation demand well into the
21st century.
International Airport plays an important part in
During 2000/01, passenger numbers reached
the State’s economy.
5,321,164, compared with 5,155,346 the
previous year.
Page
11
continued
Perth International Airport Facilities
of five aerobridges, 18 aircraft stand-off
Perth International Airport’s primary aviation
positions and three freighter positions;
air freight, aviation fuel and inflight
facilities include:
a two-runway system able to handle both
existing and planned intercontinental
commercial aircraft;
an international terminal building with five
aerobridges and seven aircraft stands;
a domestic terminal complex with a total
catering facilities;
aircraft maintenance hangars and
associated infrastructure;
general aviation and corporate facilities;
air traffic control facilities; and
24 hour rescue and fire fighting services.
Shareholder Returns
Financial Results Summary
Figure 2
Westralia Airports Corporation Pty Ltd Comparison of Financial Performance. SOURCE WAC.
Profit and Loss Account for the financial year ended 30 June 2001
Actual 00/01
$m
Actual 99/00
$m
$m
Variance
%
19.8
0.6
3.0%
Operating Revenues
Aeronautical charges
20.4
Commercial trading
17.2
16.5
0.7
4.2%
Ground Transport Services
11.5
11.7
-0.2
-1.7%
Property
8.1%
14.6
13.5
1.1
Capital land leases
5.2
0.0
5.2
n.a.
Recharge property service costs
6.8
6.9
-0.1
-1.4%
Other
1.1
0.7
0.4
57.1%
76.8
69.1
7.7
11.1%
Employee expenses
7.2
6.6
0.6
9.1%
Services and utilities
13.3
11.6
1.7
14.7%
4.4
4.9
-0.5
-10.2%
21.1%
Total Operating Revenues
Operating Expenses
General administration and other
2.3
1.9
0.4
Total Operating Expenses
Leasing and maintenance
27.2
25.0
2.2
8.8%
EBITDA
49.6
44.1
5.5
12.5%
Non Operating Revenues
Sale of infrastructure, plant and equipment
0.1
0.0
0.1
n.a.
Interest revenue
0.5
0.5
0.0
0.0%
0.6
0.5
0.1
20.0%
15.2
15.2
0.0
0.0%
- Primary debt holders
37.8
36.3
1.5
4.1%
- Secondary debt holders
17.0
15.1
1.9
12.6%
0.6
0.4
0.2
50.0%
70.6
67.0
3.6
5.4%
-20.4
-22.4
2.0
-8.9%
Total Non Operating Revenues
Non Operating Expenses
Depreciation and amortisation
Interest expense
- Other borrowing expenses
Total Non Operating Expenses
Operating Loss Before Income Tax
Page
12
Figure 3
Operating Revenue by Source for
1999/00 versus 2000/01. SOURCE WAC.
25
Capital Expenditure
Actual 99/00 ($m)
During 2000/01, WAC invested $14.1 million on its
Actual 00/01 ($m)
20
capital expenditure program, which represented an
increase of $3.3 million on the previous year’s total
15
of $10.8 million. WAC’s Property Development unit
dominated the capital expenditure program, with
an $8.1 million investment in two freight park
10
buildings and a $3.3 million investment for the
completion of the regional headquarters for the
5
Cummins Engine Company.
The remainder of the expenditure was spread
over a number of smaller projects, including:
baggage make-up and reclaim conveyors;
an upgrade to international terminal flight
0
Aeronautical
Trading
Ground
Transport
Property
Actual 99/00 ($m)
19.8
16.5
11.7
13.5
0
6.9
0.7
Actual 00/01 ($m)
20.4
17.2
11.5
14.6
5.2
6.8
1.1
Figure 4
Recharge
Other
Expenses by Source for 1999/00 versus
2000/01. SOURCE WAC.
information display system;
replacement of visual lighting aids,
Capital
Land Leases
15
T-VASIS with PAPI;
Actual 99/00 ($m)
Actual 00/01 ($m)
replacement of motor vehicles;
12
contributions to the Aviation Development Program;
an upgrade to the information
9
technology network;
car park equipment and extension;
6
airport master planning; and
international terminal redevelopment planning.
3
0
Labour
& Overheads
Services
& Utilities
General
Administration
Leasing
& Maintenance
Actual 99/00 ($m)
6.6
11.6
4.9
1.9
Actual 00/01 ($m)
7.2
13.3
4.4
2.3
Page
13
AERONAUTICAL REVENUES
Figure 5
Four year comparisons for International and Domestic
Passengers 1997/98 1998/99 1999/00 2000/01. SOURCE WAC
4000000
3500000
97/98
98/99
99/00
3000000
00/01
2500000
2000000
Change
97/98
1,511,450
98/99
1,539,550
98/99 - 97/98
28,100
1.9%
99/00
1,595,701
99/00 - 98/99
56,151
3.6%
00/01
1,660,275
00/01 - 99/00
64,574
4.0%
Domestic
Passengers
1500000
1000000
500000
0
International Passengers
Figure 6
International
Passengers
Change
97/98
3,210,006
98/99
3,264,459
98/99 - 97/98
54,453
1.7%
99/00
3,385,825
99/00 - 98/99
121,366
3.7%
00/01
3,560,565
00/01 - 99/00
174,740
5.2%
Domestic Passengers
Movements 1997/98 1998/99 1999/00 2000/01. SOURCE WAC.
50000
97/98
98/99
40000
99/00
00/01
30000
20000
International
Movements
97/98
Change
9,171
98/99
9,628
98/99 - 97/98
457
99/00
10,106
99/00 - 98/99
478
5.0%
00/01
10,030
00/01 - 99/00
-76
-0.8%
Domestic
Movements
10000
5.0%
Change
97/98
46,090
98/99
46,950
98/99 - 97/98
860
99/00
47,822
99/00 - 98/99
872
1.9%
00/01
47,566
00/01 - 99/00
-256
-0.5%
1.9%
0
International Movements
(Includes freight)
Figure 7
Domestic Movements
Tonnes Landed 1997/98 1998/99 1999/00 2000/01. SOURCE WAC.
1500000
97/98
98/99
1200000
99/00
00/01
900000
600000
International
Tonnes Landed
Change
97/98
1,099,468
98/99
1,132,904
98/99 - 97/98
33,436
3.0%
99/00
1,252,155
99/00 - 98/99
119,251
10.5%
00/01
1,129,723
00/01 - 99/00
-122,432
-9.8%
Domestic
Tonnes Landed
300000
Change
97/98
1,267,628
98/99
1,296,509
98/99 - 97/98
28,881
2.3%
99/00
1,365,726
99/00 - 98/99
69,217
5.3%
00/01
1,419,179
00/01 - 99/00
53,453
3.9%
0
International Tonnes Landed
(Includes freight)
DEFINITIONS
Domestic Tonnes Landed
International Passenger: A passenger travelling between origin and destination airports
with one of those airports not within Australia.
Domestic Passenger: A passenger travelling between
two Australian airports on an aircraft with Maximum Takeoff Weight (MTOW) of greater than 20,000 kg.
International and Domestic Movements: A landing or take off of an aircraft excluding general
aviation.
Page
14
Landed Tonnes: Represents the MTOW of a landed aircraft subject to WAC aeronautical
charges. Excludes general aviation.
Figure 8
Total break-up in Domestic and International
Passengers for Perth International Airport
FY 2000/01. SOURCE WAC.
Figure 9
Total break-up in International Outward
and Inward Passengers for Perth International
Airport FY 2000/01. SOURCE WAC.
International
Total
32%
International Out
International In
49%
51%
Domestic Total
68%
Figure 10
Total International Passenger Arrivals
by Airline for Perth International Airport
FY 2000/01. SOURCE DIMA.
Figure 11
Air New Zealand
British Airways
4%
Ansett International
2%
British Airways
0%
Cathay Pacific
Cathay Pacific
4%
2%
1%
4%
Garuda Indonesia
7%
Garuda Indonesia
7%
Malaysia Airlines
16%
Malaysia Airlines
15%
Qantas Airways
Royal Brunei
Royal Brunei
Other
27%
South African Airways
4%
Thai Airways
5%
Other
1%
Total International Passenger Arrivals
by Region of Nationality for Perth
International Airport FY 2000/01. SOURCE DIMA.
28%
2%
Singapore Airways
27%
Thai Airways
Qantas Airways
28%
2%
Singapore Airways
Figure 12
Air New Zealand
4%
Total International Passenger Departures
by Airline for Perth International Airport
FY 2000/01. SOURCE DIMA.
Figure 13
3%
6%
1%
Total International Passenger Departures
by Region of Nationality for Perth
International Airport 2000/01. SOURCE DIMA.
Australia 40%
Australia 41%
New Zealand 4%
New Zealand 4%
Europe & Former USSR 7%
Europe & Former USSR 7%
UK 17%
UK 16%
South East Asia 20%
South East Asia 20%
South/Central America 0%
South/Central America 0%
North East Asia 7%
North America 2%
North America 2%
North East Asia 7%
Africa 3%
Africa 3%
Middle East 0%
Middle East 0%
Other 0%
Other 0%
Page
15
continued
Figure 14
Australian Nationality International Departures Perth
International Airport - 2 Year Analysis. SOURCE DIMA.
35000
2000/01
1999/00
30000
25000
20000
15000
10000
5000
0
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Figure 15
International Route Map. SOURCE WAC.
Figure 16
Weekly International Airline Capacity Report into Perth from last Port - Jun 2001 v Jun 2000 v Jun 1999. SOURCE WAC.
Port
Airline
Total Weekly
Flights as at
30 June 2001
Total Weekly
Available
Seats as at
30 June 2001
Total Weekly
Flights as at
30 June 2000
Total Weekly
Available
Seats as at
30 June 2000
Total Weekly
Flights as at
30 June 1999
Total Weekly
Available
Seats as at
30 June 1999
Auckland
Air New Zealand
3
702
3
708
2
472
Bangkok
Thai Airways International
3
927
2
634
2
634
Brunei
Royal Brunei Airlines
3
594
2
418
2
418
Christmas Island
Cocos Island
National Jet Systems
1
68
1
77
1
77
Denpasar
Garuda Indonesia
Qantas Airways
3
7
4
406
1,713
646
3
7
3
402
1,178
595
4
10
4
546
1,240
912
Harare
Qantas Airways
0
0
1
408
1
420
Hong Kong
Cathay Pacific
3
933
3
942
3
933
Jakarta
Qantas Airways
2
458
2
456
1
228
Johannesburg
Qantas Airways
0
4
0
1,175
3
4
1,124
1,180
3
4
1,242
1,180
Kuching
Malaysia Airlines
1
278
1
278
1
278
Kuala Lumpur
Malaysia Airlines
11
3,058
11
3,058
9
2,502
Mauritius
Air Mauritius
1
181
1
181
1
301
Narita
Qantas Airways
3
687
3
684
3
684
Phuket
Singapore
British Airways
Qantas Airways
Singapore Airlines
TOTAL
2
622
2
634
1
317
0
14
21
0
3,201
5,887
7
7
21
2,807
1,596
5,887
7
7
17
2,807
1, 596
4,597
86
21,536
87
23,247
83
21,384
Page
17
continued
Figure 17
Airline Capacity Report – Airline Capacity Report into Perth from last Port Financial Years
2000/01 v 1999/00 v 1998/99. SOURCE WAC.
Port
Airline
Total 2000/01
Flights
36,680
Total 1998/99
Available
Seats
140
43,227
113
35,806
106
31,801
Brunei
Royal Brunei Airlines
140
28,667
114
23,694
104
21,791
Christmas Island National Jet Systems
46
3,155
44
3,302
44
3,394
Cocos Island
National Jet Systems
50
3,446
41
2,969
37
2,840
Denpasar
Garuda Indonesia
Merpati Nusantara Airlines
Qantas Airways
157
363
0
181
21,300
83,097
0
31,863
163
362
0
158
22,190
73,864
0
31,793
205
493
20
202
28,310
65,055
5,710
46,056
Gatwick
Britannia Airlines
0
0
5
1,640
14
4,592
Harare
Qantas Airways
17
7,092
43
17,679
52
21,612
Hong Kong
Cathay Pacific
157
48,857
157
48,986
152
47,362
Jakarta
Garuda Indonesia
Qantas Airways
0
103
0
23,552
0
0
0
0
2
55
248
12,540
Johannesburg
Qantas Airways
95
218
37,100
62,820
168
208
67,460
61,046
155
195
64,040
57,044
Kuching
Malaysia Airlines
53
14,767
53
15,134
52
14,728
Kuala Lumpur
Malaysia Airlines
646
179,743
620
173,427
496
138,634
Mauritius
Air Mauritius
54
10,852
53
10,071
54
15,054
Narita
Qantas Airways
156
35,650
155
35,367
151
34,428
Phuket
104
32,656
105
33,285
78
23,886
Singapore
British Airways
Qantas Airways
Singapore Airlines
1
837
1,074
401
191,504
302,549
182
577
1,097
72,982
131,850
307,790
365
363
884
146,384
82,764
246,254
4,748
1,198,828
4,574
1,207,015
4,402
1,143,667
Domestic
Regional
18
156
Total 1998/99
Flights
Bangkok
123
29,140
Summary of Dedicated Air Freight Services into Perth International Airport 2000/01. SOURCE WAC.
International
Page
Total 1999/00
Available
Seats
Air New Zealand
Figure 18
36,530
Total 1999/00
Flights
Auckland
TOTAL
156
Total 2000/01
Available
Seats
Type of A/C
No. Services
Singapore Airlines
B747 Freighter
Weekly Service
Australian Air Express
B727 Freighter
Daily Service
Independent Air Freighters Pty Ltd
B727 Freighter
Daily Service
Independent Air Freighters Pty Ltd
F27 Freighter
Daily Service
Our Customers
Figure 20
Summary of ‘Departures’
FIGURE
29. SUMMARY
OF ‘ARRIVALS’
Performance
Indicators.
SOURCE WAC.
PERFORMANCE INDICATORS. SOURCE WAC.
Customer Service Survey
WAC has submitted the Quality Service Monitoring
report to the ACCC as required under the Airports Act.
Ve r y P o o r
Fa i r
1
2
3
1
2
3
Excellent
4
5
6
4
5
6
7
Check-In
This is the fourth consecutive year that the
quality services monitoring program has been
undertaken for the international terminal.
Government
Inspection
Rating criteria has continued to record above
Security
average levels of satisfaction.
Figure 19
Summary of ‘Arrivals’ Performance
Indicators. SOURCE WAC.
Very Poor
1
F air
2
3
4
Gate
Lo u n g e
Exc e l l e n t
5
6
7
Immigr a t ion
Baggage
Tro l l e y s
Signage
Ba gga ge
Inspe ct ion
Wash
Rooms
Ba gga ge
S y st e m
Car Park
S igna ge
Ke r b s i d e
Service
Ba gga ge
Trolle y s
Overall
Service
Wa sh
Rooms
Ve r y P o o r
Fa i r
00/01 Ratings
7
Excellent
99/01 Ratings
98/99 Ratings
O v e r a ll
S e r v ice
1
2
3
Very Poor
00/01 Ratings
4
5
6
7
F air
Exc e l l e n t
99/00 Ratings
98/99 Ratings
Figure 22
Summary of Overall Customer Service
FIGURE
29. SUMMARY
OF ‘ARRIVALS’
Performance
Indicators.
SOURCE WAC.
Ve r y P o o r
Figure 21
Summary of ‘Taxi Arrivals’
FIGURE
29. SUMMARY
OF ‘ARRIVALS’
Performance
Indicators.
SOURCE WAC.
Very Poor
1
F air
2
3
4
1
2
1
2
Fa i r
xcellent
Fig 25. PROPERTY
REVENUEEPROPORTION
FY
3
4 Source
5 WAC.
6
7
1999/2000.
Arrivals
Exce l l e n t
5
6
7
D e p a r t u re s
Fa cilit ie s
Arrivals
Ta x i
O v e r a ll
Cust ome r
E x pe r ie nce
1
Very Poor
00/01 Ratings
2
3
4
F air
99/00 Ratings
5
6
7
Exc e l l e n t
Overall
Indicator
98/99 Ratings
Ve r y P o o r
00/01 Ratings
3
4
Fa i r
99/00 Ratings
5
6
7
Excellent
98/99 Ratings
Page
19
continued
Airline Route Development
assist them in filtering out applications for
WAC continued to work closely with airlines
proposed activities that need referral to
and the State Government to develop
WAC for assessment.
opportunities to increase services to and
from Perth. Major negotiations were
underway during the year with Emirates to
provide services between Dubai and Perth.
These discussions have been ongoing for the
past three years. A decision was expected
early in the new financial year.
Security
There were no significant security incidents
during the financial year 2000/01.
The Department of Transport and Regional
Services conducted an audit of security
arrangements in November 2000. The
audit checked the airport for compliance
Similarly, WAC has been encouraging a new
with security arrangements as prescribed
domestic airline to add further choice to
by the Airport Security Program and the
passengers travelling within Australia and
Air Navigation Act of 1920. There were
anticipates the benefits of increased
no significant deficiencies identified in
competition will soon be realised.
the audit.
Airspace Protection
The revised Airport Security Program as
approved by the Department of Transport
Specified airspace surrounding Perth
and Regional Services was issued in May 2001.
International Airport is now preserved
following a declaration by the Secretary to
Ongoing security awareness training was
the Department of Transport and Regional
conducted during the year.
Services in April 2001.
Airside Safety
The specified airspace is based on the
ultimate runway layout portrayed in WAC’s
Master Plan, approved by the Minister for
Transport and Regional Services in 1999.
Essentially, this protects the airport’s future
in the interests of safety, efficiency and
regularity requirements for future air
transport operations. The airspace associated
with the current runway layout is also
protected under the regulations.
Protected airspace is located above the
ground surrounding the airport, and drawn
Page
20
An emergency exercise was conducted in
October 2000 to test the Emergency Plan
and the preparedness of WAC and other
responding agencies. The exercise simulated
the crash on landing of a Boeing 767.
Approximately 400 people were involved,
including volunteer crew, passengers and
their friends and relatives, together with
emergency services and welfare agencies.
The exercise helps identify areas for
improvement in the whole response program.
to recognised international standards.
There were no significant safety incidents
Proposed activities that may infringe the
during the financial year 2000/2001. The Civil
airport’s protected airspace require approval
Aviation Safety Authority (CASA) conducted
before they can be undertaken.
a number of Airport Safety Inspections
WAC is providing 26 local government
during the year. There were no significant
authorities with relevant information to
adverse findings.
Consultancy Services
Airport Reporting Officer Services and
WAC has a wide range of expertise in the areas
Aerodrome Technical Inspection Services at
of airport planning, construction, operation and
Argyle Airport for Argyle Diamond Mines
maintenance. During this financial year, WAC
Pty Limited;
has provided airport consultancy services to
a Development Plan for Manjimup Airport;
airports within the region as part of its
a Pavement Inspection Report for
commitment to helping develop the aviation
industry and facilities in Western Australia.
Assisting in the improvement of these facilities
ensures that regional communities have the
opportunity to grow and develop further
Augusta Airport;
a Jurien Bay Airport Relocation Report; and
the project management of the
construction of the new Kalbarri Airport
in the Shire of Northampton.
business opportunities.
International Terminal Development
Projects this year included:
Work continued on refining options for the
the provision of Airport Management
redevelopment of the International Terminal
Services and Aerodrome Technical Inspection
Building. Meetings were held with the aviation
Services at Christmas Island International Airport
industry to assist with finalising the project
and Cocos (Keeling) Islands Airport for the
scope. Work is programmed to commence in the
Department of Transport and Regional Services;
2001/2002 financial year.
Page
21
‘Vision 2018’ will see
the integration of the
airport and its unique
property estate as an
internationally recognised
business enterprise
zone and commercial
business district.
Since WAC took over the airport in 1997, $56
million has been invested into property in
partnership with tenants. The airport now
has 160 leases and 205 buildings, with a $45
million annual rent role (not including
ground transport and aeronautical services).
investment opportunities. ‘Vision 2018’
With around 700 hectares available for
future commercial development, and capacity
for a staged expansion of aeronautical
infrastructure, the Perth International
Airport site has enormous future potential.
WAC is targeting a $250 million
will see the integration of the airport
and its unique property estate as an
internationally recognised business
enterprise zone and commercial
business district.
expenditure in freight and
logistics projects, a further
$100 million in the
expansion of the
‘Vision 2018’
In keeping with its reputation as
Western Australia’s most unique property
development site, WAC unveiled a Vision
Statement reflecting $1 billion of new
Page
22
terminal precinct
and a range of
other property
development
initiatives.
continued
Effectively, a commercial corridor of
Airport Terminal Precinct
innovative product and development
Airside Cargo/Distribution
precincts will be created which lead
Office/Showroom
up to the airport’s major asset - the
International Terminal Building.
A range of businesses and operations
are expected to develop into a
Commercial/Leisure
Warehouse Distribution
Industrial.
The Perth International Airport Property Trust
(PIAPT) is being established to provide ongoing
strategic Business District that brings
funding for WAC’s property development activities.
together road, rail and air businesses
Management has been working closely with key
in a highly organised and centrally
stakeholders to secure the necessary funding and
located precinct, including:
approvals for the establishment of the Trust and
expects to generate proceeds of approximately
$18 million from the first trust transactions.
Memorandum of Understanding
Various income streams are being examined,
In January 2001, WAC signed a Memorandum
including development of projects where WAC
of Understanding (MoU) with the State
takes development risk, land leases and joint
Government for the development of non-
ventures with developers.
aeronautical related land on the airport to
complement the commercial development
Property and Development Group
aspirations of the State. The MoU forms a
WAC has a strategic property asset
cooperative relationship between the parties,
management business that covers:
ensuring that key government agencies and
an estate of 2,105 hectares;
local government contribute towards the
a tenancy base of 160 leases;
development process.
205 buildings;
$45 million annual rent role (excluding
Property Development Plan
The Property Development Plan is an ongoing
initiative that is evolving with a specific
product focus, aiming to:
structure sustainable development that
enhances the airport’s overall viability;
leverage the key strengths of the market
and location;
design a development program that
provides a strong and sustainable image;
maximise strategic value of airport land
ground transport and aeronautical services);
over 100,000 square metres of building
under management;
administration and development of all
infrastructure on the estate including power,
water, roads and drainage;
a 24 hour, 39,000 square metre retail and
passenger complex (international terminal); and
a comprehensive environmental land
management plan.
In 2000/01, the Property and Development
through a proactive market driven product
Group secured 10 long term lease agreements
mix that is economically diversified; and
with major companies in the transport and
integrate businesses that drive the
logistics area. The leasing periods range from
local economy and incorporate the
five to 45 years. The year also saw the WAC
specialised skills of the property market
team develop 33,000 square metres of building
to create employment.
with an incremental investment of over
$20 million.
Page
25
continued
Recent Property Deals
Cummins
In partnership with Cummins Engine
Company, WAC completed construction of
a 8,500 square metre building with a
12,000 square metre hardstand. The lease
The new $9 million development will be
modelled on the company’s $55 million
freight facility in Minchinbury, New South
Wales, which is considered to be the most
advanced in the Southern Hemisphere.
Star Track Express’ new facility will
complement the existing 20 freight-
for the regional headquarters for WA and
associated companies located on the
the Northern Territory commenced in
airport, which collectively employ nearly
February 2001.
1,000 staff. Star Track Express is expected
The Cummins building is a fully integrated
facility including administration offices,
engine re-build facility, truck service
workshop and warehouse, and parking for
over 100 cars. This is the cornerstone of the
proposed $250 million transport and
logistics park.
to employ up to 200 staff in this facility.
Awards and recognition
The WAC Property and Development team has
achieved peer group recognition throughout
the state and nationally by receiving the
following industry awards this year:
Master Builders Association of Western Australia
Freight Park
Reflecting the importance of airfreight,
Excellence in Construction Awards 2001:
Winner - Tilt Up and Precast Construction
construction of the International Freight
Category over $5 million for Freight Park
Centre was completed in March 2001.
Modules 1 and 2; and
The two building development is specifically
Certificate of Excellence/ Industrial
designed to meet the varying needs of the
Commercial Building Category $1-6 million
airfreight community. The centre is
for Cummins Building.
constructed to 12,000 square metres and
Royal Australian Institute of Architects 2001
has Australia Post as an anchor tenant.
Awards for WA:
Infrastructure has also been provided to
Architectural Award - Commercial
service a 1.5 hectare airside site available
Category for Cummins Facility
for international cargo terminal operators.
in Recognition of Noteworthy Achievement
of High Overall Architectural Standard.
Western Power
In February 2001, WAC signed a deal for
Portfolio Diversification
construction of a new facility for Western
The Property and Development team has
Power comprising a 6,500 square metre site
adopted a portfolio management approach
in the transport and logistics area for a
to actively diversify the sources and nature
specialised vehicle maintenance facility.
of property portfolio revenues. This has
resulted in Property and Development
Star Track Express
Page
26
related activities now accounting for
Multigroup Distribution Services Pty Limited,
35 percent of Westralia Airports Corporation
trading as Star Track Express, signed a long-
revenue, an increase from 31 percent in the
term lease on June 29, 2001 with WAC for a
1997/98 financial year. Notably, development
4.4 hectare site near the domestic terminal
revenue has grown significantly over the
building. The facility is expected to be
past three years, now representing eight per
operational by mid-2002.
cent of all WAC revenue.
Figure 23
2000/01 WAC Revenue Sources
Figure 24
Aeronautical & Trading 65%
Estate Recharges 13%
Property 13%
Development 8%
Other 1%
1997/98 WAC Revenue Sources
Aeronautical & Trading 69%
Estate Recharges 14%
Property 15%
Development 0%
Other 2%
Page
27
The international terminal currently has a
throughput of 1.7 million passengers each
Income from retail
year, and with growth continuing, provides
operations increased
a solid foundation for retail opportunities.
by 4.09 per cent to
$17.22 million in
line with the growth
in international
passengers.
There are 28 retail outlets at the international
terminal, covering a total area of 5,300 square
metres and offering a good range and quality
of international branded merchandise and
services as well as local products.
Perhaps the most significant business
negotiation for the year in terms of future
retail activities was the announcement of a
new 10 year deal, commencing November 2001
with the Nuance Group, which trades as
Downtown Duty Free.
This continues a successful partnership that
Perth International Airport has had
with Nuance since 1991.
This is an exciting development for the duty
free market at Perth International Airport,
which generates the highest passenger spend
rate in Australia. A further increase is expected
as a result of capital commitments that will be
made by both Nuance and WAC. This is part
of the retail component of the terminal
redevelopment designed to improve the
passenger environment and offer customers
an enhanced shopping experience.
The deal is expected to generate sales in excess of
$700 million over the next 10 years for the airport.
Page
28
Income from Ground Transport decreased by
Ground Transport Fee
1.3 per cent in 2000/01 from $11.695 million
The introduction of the Ground Transport
to $11.540 million.
Fee in January 1998 resulted in the
employment of Kerbside Commissionaires
Public Car Parking
to assist passengers, reduce waiting times
REVENUE
DECREASE
2000/01
$8,049,948
$24,050
1999/01
$8,073,998
or 0.29%
provide an amenities building for the
ground transport industry at the
control of its parking and traffic
international terminal.
employment of 22 car park staff.
This has been a successful move with
an improvement in customer service
and greater flexibility in
Consultative Working Committee was
formed in August 2000 following concerns
raised by the taxi industry. The committee
with the industry to formulate future
The introduction of the Goods and Service
Tax (GST) on July 1, 2000 had a negative
impact on the perception of airport car
park prices, and this resulted in a
depressed sales performance.
This year, an investment in existing
parking facilities and landscape
improvements in the public car parks
enhanced the area.
Car Rental
Five companies - Avis, Hertz, Budget,
Thrifty and Delta Europcar - continued
to operate in both the domestic and
international terminals, assisting clients
from around the world, along with 13
other car rental organisations that service
pre-booked clients.
REVENUE
The Perth Airport Taxi Industry
has fostered a good working relationship
staff employment.
30
Revenue from the fee was used to
On February 1, 2001 WAC took over
operations through the direct
Page
and improve passenger service.
INCREASE
2000/01
$2,855,574
$87,013
1999/01
$2,768,561
or 3.14%
development strategies.
Environment – Year Of The Volunteers
Eight-hundred hectares
of airport land is now
cleaner, thanks to a
new partnership
between Conservation
CVA is a national, independent, non-profit,
community based, apolitical organisation,
assisting land managers with practical ‘hands
on’ tasks associated with environmental care
and protection. Surrounded by beautiful
Volunteers Australia
natural bushland, Perth International Airport
(CVA) and WAC.
has unfortunately been used as a dumping
ground by the public.
During March, CVA and WAC formed a
partnership to clean up bushland at Perth
International Airport over a two week period.
Grasslands, wetlands and woodlands were
combed by 14 volunteers, and of these,
many were international visitors. More than
1.5 tonnes of household waste, two tonnes
of scrap metal and over 1,000 tyres were
collected from the areas involved.
As well as the positive outcome of improving
the bushland and wetland condition of Perth
International Airport, excellent feedback was
received from the volunteers. All members
took time during the clean up to enjoy the
beautiful natural environment and observe
the native residents.
Environment
Westralia Airports Corporation is subject to
environmental regulation in respect of its
land development and operations that
include but are not limited to the:
Airports Act 1996 and Airports
(Environmental Protection) Regulations 1997;
Australian Heritage Commission Act 1975;
National Environment Protection Measures
(Implementation) Act 1998;
Western Australian Dangerous Goods
Regulations 1992;
Environmental Protection Biodiversity and
Conservation (EPBC) Act 1999. Replacing the
Environmental Protection (Impact of
Proposals) Act, 1974;
Page
32
Page
33
continued
Endangered Species Protection Act 1992;
National Parks and Wildlife Conservation
Act 1975;
World Heritage Properties Conservation
Noise Management Strategy Committee
The Perth International Airport Noise
Management Strategy was submitted
to the Department of Transport and Regional
Act 1983.
Services in the previous financial year (May
WAC’s ongoing commitment to effectively
2000). Following this in August 2000, the
managing the environment saw the
Federal Minister and Regional Services
submission of an Annual Environmental
for Transport acknowledged that the
Report to the Department of Transport and
Noise Management Strategy was a
Regional Services (DoTRS) in October 2000.
strong basis on which to build. The
This was done in compliance with the
Minister looked forward to its
requirements under the Airports
(Environmental Protection) Regulations 1997.
implementation and monitoring by
an ongoing committee. The Noise
Management Strategy Committee
A request for minor amendments to the
Environmental Strategy Commitments was
Government, State and Commonwealth
Airports Act 1996. No significant changes
Government departments, Federal
were requested. The bulk of amendments
Members of Parliament, airlines and
related to changing specified due dates
community groups.
Significant achievements of this year:
Licensing of seven Class 3 underground
fuel tanks;
Water Monitoring Program enhanced
to include groundwater;
Land Management Plan advanced;
The Noise Management Strategy
Committee meets quarterly and is also
working closely with the Western Australian
Ministry for Planning to develop State policy
regarding land use planning in the vicinity of
Perth International Airport.
Incidents
Wetland weed control maintained;
Even with the strictest protection procedures
Priority Weed control commenced (landside);
in place, incidents can occur that pose a risk
Vertebrate pest control commenced
to the environment. WAC has a commitment
(landside and airside);
to protecting the environment from both
Bushland rubbish collection commenced;
short and long term effects by ensuring
Removal of abandoned vehicles
quick and effective action is taken when
from bushland;
incidents occur.
Planning for Dieback Survey;
WAC is pleased to report that there were
Remediation and monitoring of former
no breaches of the requirements of the
Service Station Site (hydrocarbon impact);
Airports (Environmental Protection)
Remediation and redevelopment of Fire
Regulations 1997, Australian Heritage
Station fuelling facilities (hydrocarbon impact);
Commission Act 1975 or EPBC Act 1999
Remediation of Fire Training Ground.
34
representatives from WAC, Local
made to DoTRS under section 129 of the
into priority categories.
Page
was formed and includes
during the 2000/01 financial year.
STAFF
Superannuation
The company commenced its new
superannuation arrangements
from 1 July 2000. The new
arrangements offer employees
a choice of complying
accumulation style
superannuation funds, salary
sacrifice arrangements for
employee contributions and
removed the requirement
for employees to make
superannuation contributions.
The company selected
Westscheme as its default
superannuation fund for
employees who do not exercise
their choice of fund option. These
arrangements provide employees
with an improved range of benefits
and reduce the superannuation
contribution costs to the company.
Ground Transport Officers on Staff
Car park facilities and service at the domestic and
international sites have provided patrons with
improved customer service following the company’s
Land Development Approvals
decision to take car park operations in-house.
No major developments were initiated this
Previously, a contractor performed this role until
year that required compliance with the
the company assumed direct control in February
requirements under land use, planning and
2001. The 22 existing car park staff transferred to
building controls Part 5, Major development
WAC and attended a formal orientation program
plans Division 4 of the Airports Act 1996.
and customer service training, which included:
Non-Compliance Notices/Prosecutions
During 2000/01, no injunctions, notices or
prosecutions were issued by any
effective communication skills;
managing customer services; and
managing customer behaviour.
Environmental Protection Agency in respect
This decision has already provided improved
to any activity or operation conducted at
customer service with the company receiving
Perth International Airport.
positive feedback from patrons.
Page
35
continued
Organisational Staffing
Enterprise Agreement
Staffing levels averaged 101 during the
A three-year enterprise agreement was
2000/2001 financial year.
achieved through consultation and
The company recorded an absenteeism rate
of 1.4 per cent during the year and had a
four per cent turnover rate.
negotiation with employees, building on
the organisation’s aims. The agreement builds
on past achievements and reinforces
employees’ commitment to continue to strive
WAC has an active safety and health
committee, which contributes to a safe and
healthy working environment for employees.
The committee meets every two months,
and includes management representatives,
as well as those elected by staff and trained in
accordance with the occupational safety and
health legislation. There are five management
representatives and eight employees
representing the various workgroups.
Achievements during the year include:
development of a new occupational
safety and health plan;
only one day lost through
work related injury;
election and training of an
additional occupational safety and
health representative in
accordance with WA legislation;
re-election of occupational
safety and health
representatives in accordance
with WA legislation;
managers/supervisors and
OSH committee members
received refresher training
in health and safety; and
monthly hazard inspections
were carried out.
Page
36
to achieve WAC’s corporate objectives and key
performance indicators established through
the business and corporate planning process.
The agreement also contains a commitment
by the parties to further develop and
implement a performance management
and reward system which links
remuneration to individual and
organisational performance.
Propriety Limited
ABN 24 077 153 130
ACN 077 153 130
Registered Office
Directors
Mr David Ian Crawford
Mr Allan Griffin
Mr Peter Taylor
LOCATION
Mr Peter Jones
Westralia Airports
Mr Dominic Helmsley
Baker Road
Company Secretary
Mr Wayne Ticehurst
MAIL
Westralia Airports
Chief Executive Officer
Mr Graham Muir
PO Box 6 Cloverdale
Executives
Mr Richard Gates
Contact Numbers
GENERAL MANAGER AIRPORT
TELEPHONE
Mr Torben Petersen
+61 8 9478 8888
DIRECTOR TECHNICAL SERVICES
FACSIMILE
Mr Wayne Ticehurst
+61 8 9277 7537
EMAIL
CHIEF FINANCIAL OFFICER
Mr Andrew Whiteside
GENERAL MANAGER
per@perthairport.net.au
PROPERTY & DEVELOPMENT
WEB SITE
www.perthairport.com
Auditors
Ernst & Young
Central Park
152 St. George’s Terrace
Perth 6000
Western Australia

6135 WAC (Annual_2001_Final)

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