It's all part of the plan
With international passenger volumes by far
our most important value-driver, generating
more travel demand is going to be crucial to
the future growth of both Auckland Airport and New Zealand tourism.
That’s why investing in new ways to build stronger air services connections, growing passenger volumes and gaining exposure to higher growth markets such as Asia makes complete sense. This is just one part of our strategy for growth. We are totally focused on using everything we have – our physical assets, people, knowledge and financial resources – to create healthier commercial relationships, ensure we are ‘fighting fit’ and find more innovative ways to develop our business. We are confident that the things we are doing today will pay off tomorrow.
1
Putting our customers first
Create a healthier commercial environment
Develop a more customer-centric approach which involves alignment of business operations with airlines
Facilitate a balanced and sustainable stable of airlines
Ensure stakeholders and regulators recognise the value Auckland Airport provides
Support alignment of ownership with strategy
2
Tightening our belts
Increase the focus on and discipline of cost efficiency and capital productivity
Ensure operations are fighting fit
Facilitate a continuous improvement culture
Apply greater scrutiny and discipline to capital management
3
Making the most of what we have
Unlock the full growth potential from the core business
Optimise the customer experience to drive pricing for services
Challenge commercial models to facilitate airport services differentiation
Pursue new route/airline/tourism development
Adopt a ‘proactive landlord’ approach in retail
Reinvigorate and grow property development
Improve performance of cargo business
4
Looking for new opportunities
Capture growth opportunities from the closest and most promising adjacencies
Pursue property development opportunities outside aeronautical-related property
Pursue new opportunities in cargo business
5
Looking beyond our business today
Pursue opportunistic but carefully selected step-outs aligned to core competencies
Invest beyond the current business and grounds where investment
criteria are met