Stakeholder Management in Brisbane Runway Project

This report focuses on the stakeholders’ engagement in the Brisbane Airport parallel runway project. It identifies the key stakeholders and their roles, maps the stakeholders, and suggests engagement methods such as partnership, participation, consultation, push and pull communication. The report also develops a timeline for the process of engagement and identifies some issues in regard to the mentioned engagement process. The report concludes with recommendations to shape the stakeholders’ engagement program and solidify the future of the project.

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STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
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1STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Executive summary
Stakeholders’ engagement is considered to be an important aspect for the success of a project. In
this regard, the report puts focus on the case study of Brisbane Airport parallel runway project
and portrays an understanding regarding the process of stakeholders’ engagement through
effective measures. In this context, the purpose of the report is to understand the process of
stakeholders’ in the given theme and pointed out a strategy to make it a success. Moreover, the
report also develops a timeline for the process of engagement and identify some issues in regard
to the mentioned engagement process. In a conclusion, the report comes up with a
recommendation that will help to shape the stakeholders’ engagement program and solidify the
future of the project.

2STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
Background of the study..............................................................................................................4
Engineering aspect.......................................................................................................................5
Key Stakeholders.........................................................................................................................6
Independent Chairperson.........................................................................................................6
Local government....................................................................................................................7
State government.....................................................................................................................7
Commonwealth government....................................................................................................7
Community members...............................................................................................................7
Aviation industry representative..............................................................................................8
Air service Australia................................................................................................................8
BAC representatives................................................................................................................8
Mapping stakeholders..................................................................................................................9
Stakeholders’ engagement methods............................................................................................9
Partnership.............................................................................................................................10
Participation...........................................................................................................................10
Consultation...........................................................................................................................11
Push communication..............................................................................................................11

3STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Pull communication...............................................................................................................12
Timeline.....................................................................................................................................12
Expected issues..............................................................................................................................13
Environmental concerns............................................................................................................13
Cost and schedule management.................................................................................................13
Lack of communication.............................................................................................................14
Topographical variation.............................................................................................................14
Recommendations..........................................................................................................................14
Conclusion.....................................................................................................................................15
Reference.......................................................................................................................................17

4STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Introduction
Stakeholders are considered to be an intrinsic part of a project. It can be argued that
stakeholders are people or organisations that have a deep impact on a project. In fact, the
stakeholders either contribute directly in a project or express their interests in the running project
and give their valuable perceptions (Kwan et al. 2016). In this regard, it is highly imperative to
understand that the stakeholders are responsible to align projects with the purpose and objectives
of their business interests. In other words, it can be defined as the role of the stakeholders is to
influence the organisation and its activities in such a manner so that the organisational decisions
or the running projects can cope with their interests as well. Therefore, the future of a project is
heavily depended on the concern of the stakeholders. As a result of that it is also the
responsibility of the respective company to engage all the required stakeholders with the project
to facilitate a better outcome in terms of the success of the running project (Shackleton et al.
2018). In this context, the report is going to take an intensive research on the stakeholders’
engagement in a runway project. For the validity and betterment of the project, the report
chooses the case study of parallel runway project in Brisbane Airport.
The purpose of this report is to conduct an in-depth research on the different stakeholders
who are associated with constructing the parallel runway in Brisbane Airport. As a matter of fact,
the motive behind using the case study of Brisbane Airport is that the airport is considered to be
one of the busiest and largest airports in Australia and it has enormous economic importance in
the context of financial growth in Australia. Moreover, the report also portrays an insights on the
stakeholders’ engagement and the way the project managers are dealing with the stakeholders. In
fact, the discussion is further discussed about the issues that the project managers face in course

5STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
of engaging the stakeholders and in respect to that the report also encompasses a great deal of
effort to identify the possible recommendations that are beneficial to mitigate the issues.
Discussion
Background of the study
The Brisbane Airport is identified as one of the principle aviation gateway in Queensland,
Australia. As a major growing airport, the Brisbane Airport is dealing with bulk of passengers
every day. As per the government report in 2012, it can be argued that there were more than 21
million passengers managed by this airport (Rissik and Reis 2013). The airport authority
forecasted the number of passengers up to 50 million within 2035. In fact, the airport operates 27
airlines flying to 43 nationals and 39 international destinations. The Brisbane Airport is mainly
owned and operated by the Brisbane Airport Corporation (BAC) that is governed by the
Australian owned superannuation funds by 80% (Rissik and Reis 2013).
Due to the intensely growing number of passengers every year, the Brisbane Airport
authority intends to construct a new runway that was parallel to the existing one. The project was
named Brisbane Airport New Parallel Runway (NPR) and approved by the Australian
government by 2007 (Rissik and Reis 2013). In this context, it can be argued that the project had
a number of concerned factors that had to be monitored and considered by the Brisbane Airport
authority. The associated factor were the infrastructure, low lying coastal areas and the existing
runway mechanism. As a matter of fact, the climate changing aspects were also incorporated into
the project development process because in recent times the runway had become affected by the
inundation during flood events. Henceforth, the socio-economic and the environmental aspects
became the subject of concerned study in order to successfully construct the parallel runway.

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Based on those vulnerable factors, the project developers set six options for the placement and
configuration of the new runway. However, the cost operating and safety standards, noise
restrictions and the environmental considerations were identified as the most crucial challenges
that the project had faced in course of its development. Therefore, it required an in-depth study
regarding the mechanism of the construction which is subjected to expert investigation process.
Engineering aspect
The engineering aspect of the runway development process is very complex and based on
a number of determinants. There are the some basic requirements and specifications regarding
constructing a runway. Ingeman-Nielsen and Foged (2016) argued that although the runway can
have different sections for the use of taxi landing and taking-off operations but it is important not
to include any overrun platforms, blast pad or stop way areas at both ends. The normal structure
of a runway is from threshold to opposite threshold (Yang and Al-Qadi 2017). However, the
overrun areas are constructed at the end of the runways with the purpose to be used in case of
emergency space to stop and slow down the aircraft if there is any technical glitch. Moreover,
there are also blast pads at one end of the runway marked with yellow chevrons (Mizukami and
Matsunaga 2016). The displaced threshold is marked at the beginning of the runway in order to
instruct the pilot about where the runway starts. In addition to this, the length of the runways is
considered to be an important aspect on which the project officers must keep their eye. For the
larger airfields like Brisbane Airport the length of the airport must be of 2000 to 4200 meters
long and 45-60 meters wide (Okafor, Jemitola and Soladoye 2018). Moreover, the surface type is
also considered to be an important aspect for the long runways like Brisbane Airport new runway
the surface type will be made of asphalt or concrete.

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Besides constructing the new runway it is also important for the put great concern
regarding the associated functions. For an instance, the earthwork is required before constructing
the new runway. The earthwork is comprised of clearing the project location and investigating
issues like soil erosion, water pollution and siltation problems that are referred as major
challenges for the runway. Furthermore, the turfing and electricity installations are also pivotal
for the airport authority before and after constructing the new runway.
Key Stakeholders
After all the basic planning and policies has been set up it requires the intervention of the
Community Aviation Consultation Groups and Planning Coordination Forums in the form of
stakeholders. It is mandatory for the Brisbane Airport Corporation to make a round table
conference with the stakeholders in order to get a clear picture of all the stakeholders involved in
this project. Moreover, it will also develop a better framework for the organisation to deliver a
sustainable project by taking the interests of the stakeholders into consideration (Gamil et al.
2017). Therefore, the stakeholders can be identified as the independent chairperson, the local
government, state government, commonwealth government, community members, Aviation
industry representatives, Air service Australia and the BAC representatives in the form of the
project managers.
Independent Chairperson
There will be one representative in the form of the independent chairperson who is
entitled to take all the formal or official responsibilities in order to conduct the project
successfully. In fact, he is also the chairperson of all the meetings that will be organised for the
execution of the projects (Shah 2014).

8STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Local government
In this context, the local city mayor and the respective government representative of the
Brisbane City Council is considered to be the ideal person. The number of representatives
counted one who is entitled to deal with the other stakeholders and trying to fulfil all the
essential interests of the local government (Ho 2015).
State government
It is also important to include the state government in the parallel runway construction
project. As a matter of fact, the state government can put some concerns regarding the legislative
frameworks and the economic aspects regarding the establishment of the parallel runway (Ruh
2014).
Commonwealth government
In response to the construction of the parallel runway project in Brisbane Airport, the role
of the commonwealth government is highly pertinent. In fact, there will be two representative of
the respective department related to the project (Das, Mahesh and Kumar 2014). They will
dedicated to investigate that the project is following the government regulations and standards or
not.
Community members
The community members are the most important stakeholder in this project. There will be
six members from the community who will follow get concerned with the community interests in
a broad perspective (Jeż 2015). In fact, the drawbacks of the parallel runway project will also
considered to be concerned aspects of the community members. Thus, they are going to evaluate
the impact of the project on the community environment and interests.

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Aviation industry representative
From the perspective of the Aviation industry, this project is identified as an important
milestone leading towards a better facility. At least the aviation industry representatives think
that way. Therefore, two representatives of the aviation industry will be chosen in order to
ventilate some interests and aspirations of the aviation companies and their benefits as well
(Cascetta et al. 2015).
Air service Australia
There are two stakeholders identified from the Air service Australia who are committed
to deal with both the interests of the aviation industry and the passengers. As a matter of fact, the
Air service Australia intends to recommends some measures to the project in order to create
better facility (Kwan et al. 2016).
BAC representatives
The BAC representatives are comprised of the project managers and planning officers
who are planning the parallel runway project. There will be four representatives of the project
management who are committed to brief all the aspects and requirements of the project
(Shackleton et al. 2018). In fact, the drawbacks and competencies are also incorporated into the
discussion so that rest of the stakeholders will get a detailed understanding of the parallel runway
project.

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Keep completely informed
Regular
minimal
contact
Manage
thoroughly
Anticipate and meet needs
Independent
chairperson
Local
government
State
government
Commonwealth
government
Community
members
Aviation industry
representative
Air service Australia
BAC representatives
Mapping stakeholders
Stakeholders’ engagement methods
Stakeholders’ engagement is considered to be one of the important aspect that has both
the critical and elaborative method. There are a number of strategies that can be followed in
order to incorporate different stakeholders in to the parallel runway project. More inclusive and
continuous process is required between the company and the potential stakeholders that
facilitates a range of activities and approaches in order to bring success to the future orientation
of the parallel runway project of Brisbane Airport (Barrett, Oborn and Orlikowski 2016). In this
context, it can be argued that the engagement cannot be based on one end intervention rather it is
a prolong process of creating relationship between the company and the stakeholders that can

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improve business planning and performance. In this regard, the possible steps for the
stakeholders’ engagement are as follows,
Partnership
Partnership is considered to be an important aspect in the stakeholders’ engagement
program. In this context, the partnership will be formulated between the company authority and
the internal and external stakeholders. As a matter of fact, it is pertinent to understand that the
purpose of this step is to understand the importance of the shared responsibility and the shared
accountability from both ends. In fact, this step will facilitate a healthy environment between the
company officials and the stakeholders (Mok, Shen and Yang 2015). In other words, it can be
argued that the purpose of this measure is to share all the interests and perception of the
stakeholders in order to get a whole picture of what the stakeholders think about the parallel
runway project. It will help to procure a better decision making before initiating the project.
Participation
The participation process is considered to be one of the major event that identifies the
vitality of the process. In this participation practice, all the stakeholders are entitled to join in the
project management and play their respective responsibilities. Two way engagement is
considered to be a major characteristic feature in the stakeholders’ management plan. In other
words, the stakeholders must have the approach to take responsibilities in various activities of
the project. It is also important for them to perceive a clear idea regarding the responsibilities of
each individual stakeholder in the parallel runway project in Brisbane Airport (Jillella, Matan
and Newman 2015). In fact, communication among all the stakeholders is an essential part on
which the future of the project is depended. Therefore, better communication is required in this
regard.

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Consultation
In addition to this, the consultation process is committed to share a better communication
among the stakeholders in the form of consultation process. The primary focus of the
consultation process is to deliver a better communication process through the question-answer
session that was coordinated by the company authority and the organisation will ask questions
and the stakeholders are responsible to answer it. This is also considered to be a two way
engagement that facilitates a better communication and relationship between the stakeholders
and the organisation (Thaler and Levin-Keitel 2016). As a matter of fact, there are no hard and
fast rules for the stakeholders to make conversations with the organisation. Moreover, they are
free to maintain professional relationship with the organisation.
Push communication
Push communication is entitled to convince the possible stakeholders on behalf of the
organisation to run the project successfully. It is considered to be an one way engagement where
the organisation will take initiatives to gather more stakeholders in course of the parallel runway
project. In addition to this, it can also be argued that the push communication measure is a one
way engagement where the organisation is compelled to influence the possible stakeholders as
far as possible (Taylor and Kent 2014). Moreover, one of the essential purposes of the
organisation is to involve more stakeholders through the channels of emailing, letter, podcasts
and videos. As a matter of fact, the organisation intends to broadcast all the important
information so that the target particular customers get influenced by the advertisements and
become interested to engage in the process.

13STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
Pull communication
On the other hand, it can be argued that the pull communication is also identified as a
strategic measure that facilitate the organisation to generate more customers in course of running
the parallel runway project. There are some similarities between the push and pull
communication such as both the communication methods are based on the one way engagement.
However, besides the fundamental similarities there are huge differences between the push and
pull communication (Blok, Hoffmans and Wubben 2015). As the push communication is based
on attracting the existing stakeholders to get involve in the project on the other hand the push
communication encourages the new stakeholders to get interested in the project through
construction hording and webpages.
Timeline
Responsible persons Activities Total Days
Brisbane Airport Corporation Identification of the stakeholders 4 days
Brisbane Airport Corporation Ensuring the regulations 3 days
Brisbane Airport Corporation Analysing the stakeholders 3 days
Brisbane Airport Corporation Prioritising the stakeholders 2 days
Brisbane Airport Corporation Initiating participation program 5 days
Brisbane Airport Corporation Setting up consultation 3 days
Brisbane Airport Corporation Push communication 10 days
Brisbane Airport Corporation Pull communication 10 days
Brisbane Airport Corporation Revise the engagement strategy 2 days
Brisbane Airport Corporation Identifying the issues in the
strategy
5 days

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Brisbane Airport Corporation Finding out the strategies 5 days
Brisbane Airport Corporation Close the stakeholders engagement
process
1 day
Expected issues
Environmental concerns
Environmental sustainability or the ecological issues are considered to be an important
aspect that can create challenges regarding the construction of the parallel runway in Brisbane
airport. It can be stated that the airport runway has been constructed within the locality therefore
it is obvious that there will be a detrimental impact of the project on the local communities. For
an example the noise pollution is identified as one of the biggest issues that the project will face
in course of the construction (Marzano et al. 2015). Moreover, the air pollution is also
considered to be an important factor that causes serious threat to project such as the air pollution
due to the emission of the transportation of aviation in the metropolitan area will lead to emission
of greenhouses gases.
Cost and schedule management
It can be stated that the runway project requires huge amount of investment to make it a
success. In order words the money of the investors will be at stake if the parallel runway project
becomes failed. Therefore, it is very important for the Brisbane Airport management to make the
project effective and successful. It is also intertwined with the proposed schedule for the
completion of the project (Dobele et al. 2014). If there will be any extension in the proposed

15STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
deadline then it will automatically increase the expenditure assigned for the project. Moreover, it
can also be ascribed that in case the project will take long deadline then the market fluctuation
will facilitate the cost further.
Lack of communication
Lack of communication among the stakeholders causes more problem for the
organisation to foster success in the parallel runway project. It is highly essential for the
organisation to create a better communication among the stakeholders to get a clear
understanding of the responsibilities and attributes of each stakeholder (Henisz 2017). Lack of
communication also creates a discontinuation of the project because there will be an ethical
dilemma regarding the project.
Topographical variation
As far as the topographical considerations are concerned it can be argued that it is a
challenge for the project managers to deal with the topographical variation that exists in the
Brisbane area. Due to the inundation and location of the coastal region close to the newly
structured parallel runway it will seriously be a threat to the project planners to plan the project
accordingly (Camilleri 2015). As a matter of fact, the climatic change is also played a pivotal
role by making obstructions in course of the project and this issues has to be mitigated.
Recommendations
 Before going into the initiation of the project, it is important to put focus on the
environmental aspects at first. In this regard, it is important to use some sustainability
measures in order to make the project eco-friendly (Mason and Simmons 2014). Using
noise reducing plugs and energy saving tools are considered to be effective.

16STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
 With the planning of the project it is also important to get acknowledged with the
expenses and cost behind this project. Therefore, a continuous communication with the
finance department is highly effective. Moreover, it project manager must take some
precautions in case of any issues with the project (Luoma-aho 2015). The precautions can
be identified in terms of setting the deadline of the completion with some extra time
schedule so that in case of any issue the cost of the project will not be escalated.
 Using different communication tools and taking more responsibility by the project
managers is also an important aspect on which the Brisbane Airport Corporation should
take some measures (White 2015).
 Moreover, it is also pertinent for the organisation to consider to topsoil and climate issues
with rapt attention so that during the initiation of the project there will be no stagnation
due to the climate change issues (Antolín-López, Delgado-Ceballos and Montiel 2016).
Conclusion
It can be argued that the stakeholders’ engagement is considered to be one of the major
factors that is responsible to make the project a success. In fact, managing a better stakeholders’
engagement will curb down the risk factors of the project because the stakeholders are aware of
the respective issues of their knowledge and can help the organisation if the issues are erected.
Therefore, it is pertinent to take great care of the incorporation of the stakeholders in a project. In
this report, the proposed strategy puts focus on a four stage strategy accompanied with
participation, consultation, push communication and pull communication. Most interestingly, the
inclusion of the pull communication is very much significant because it will encourage new
stakeholders to get associated with the parallel runway project. The project is considered to be

17STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
based on huge expenditure therefore the involvement of the new stakeholders will facilitate a
better framework for the project. Furthermore, the report also mentions a detailed information
regarding the stakeholders those who are related with the project intricately. The stakeholders are
identified in the form of the representative of the Brisbane Airport Corporation, the local, state
and the commonwealth government, the local community and the representatives of the aviation
industry. Moreover, the project managers are also played an important part as they are the
responsible person to brief the entire project framework. In addition to this, the report also
encompasses issues in the process in the form of the environmental, cost, communication and
topographical that can be mitigated through effective decision making. Henceforth, it can be
concluded that the report portrays a clear understanding regarding the role of the stakeholders in
the Brisbane parallel runway project and the way Brisbane Airport will take initiatives to foster
an effective and proper stakeholders’ engagement process.

18STAKEHOLDER MANAGEMENT IN BRISBANE RUNWAY PROJECT
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