Gladstone Airport Corporation

Gladstone Airport Corporation

Since corporatisation on 1 July 2012, Gladstone Airport's operation and management has been overseen by a board of independent non-executive directors appointed by its shareholder, the Gladstone Regional Council.

Gladstone airport has had a long history under the Gladstone-Calliope Aerodrome Board and more recently under direct control of the Gladstone Regional Council.

By way of background, the Corporation was created as a wholly owned subsidiary of the Council pursuant to the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010 (repealed) to receive transfers of assets and liabilities of the Council.

Gladstone Airport is a valuable community asset which makes a significant contribution to the economic and social fabric of the region. Indeed, the growth of the airport is inextricably linked to the growth of the region.


For Gladstone Airport to be amongst Australia’s leading regional airports.


GAC will operate and develop Gladstone Airport to enable safe and secure travel connections that facilitate economic and social growth of the region.

It is committed to both quality and innovation in the services and facilities it provides.

It is also committed to improving its efficiency and developing its people, systems and technology, while maintaining a strong environment, health and safety culture and making a sustainable contribution to the betterment of the community it serves.


GAC is committed to:

  • being the best at all it does
  • providing high quality services to its customers and stakeholders every day
  • fostering a culture among GAC team members of working collaboratively, effectively and efficiently
  • being honest in all its dealings and accountable for its actions

Corporate and Operational Strategies

GAC undertakes its business with the objective of increasing shareholder value and to that end, it will seek to earn commercial revenues from its activities unless specifically directed otherwise by its shareholder.

While adhering to its commercial strategy, it will provide airport services and facilities to meet the demands of aircraft operators, commerce and industry and the travelling public.

It will actively pursue business development opportunities that are consistent with its commercial strategy.

GAC will implement business improvement actions to increase the productivity of the capital deployed in the business as well as those employed in the operation of the Airport.

GAC will implement and refine initiatives to embed a safety culture.

It will further develop its risk management framework to support the ongoing identification and mitigation of business risks, including operational safety.

GAC will comply with all relevant legislative and regulatory requirements of local, state and national governments.

GAC will continue to be a responsible corporate citizen and will seek to maintain its good standing in the community.

Regional Planning and Development

GAC will work collaboratively with GRC and State Planning authorities on relevant planning and development issues in the region.

GAC will be a third party referral agency for GRC. As such, GAC will advise Council in respect of any development proposals in terms of their potential impact on the Airport and its operations.

GRC shall advise GAC of any matter, scheme, legislation or regulation that has implications for the Airport, its land, facilities or operations which comes to the knowledge of the Council.

Appropriate communication forums will be maintained between the organisations to ensure that regional planning and development issues are managed professionally by both organisations to the benefit of the community.


GAC strives to minimise its environmental impact and implement sustainable business practices.

Subsidiary Activities

Gladstone Airport Corporation will not establish any subsidiary corporate entities without the specific approval of Queensland Treasury and Gladstone Regional Council.

Community Service Obligations

GAC’s community service obligations include any activity new or continuing which is directed by the GRC to be conducted on a basis other than commercial market terms.

The cost of delivering these community service obligations shall be determined by recording the sum which would have been paid by these airport users or commercial operators had they paid on commercial market terms and/or the relevant fee/s and subtracting the sum that was actually paid by those users.

The difference between commercial market terms and/or the relevant fee/s and the sum that was actually paid by these airport users or commercial operators is a cost that must be met by GRC and shall be paid in monthly instalments to the account of the GAC upon the presentation by the GAC of the substantiating data.