Pillar 5: Deliverability

Developing proposals which are flexible enough to be delivered in phases to meet demand, and which represent value for money for passengers, airlines and other stakeholders.

 
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Like most UK airports, we are privately owned. That means the money for infrastructure on site has to come from operating profits and shareholder investment, and needs to deliver a return. It is crucial that these investments also deliver the facilities our passengers want, at a competitive price, and help our airlines and business partners operate more efficiently.

Flexibility is absolutely critical. Our infrastructure has to respond to a changing industry, and to the aspirations of our customers. We must ensure that the Master Plan’s vision can be delivered in phases, so that your airport is developed in step with demand.

Beyond our boundary, we will need support from Government and local stakeholders in delivering the surface access improvements that the local area and wider region need. In time, we will also be looking for positive decisions in the planning of future airspace above the airport.

 
 

Progress so far

Bristol Airport has benefited from private capital investment of £160 million since 2010, delivering a significant proportion of the facilities approved by North Somerset Council in 2011. We have also supported surface access improvements outside the airport, including the payment of over £4.5 million to the South Bristol Link road and Metrobus infrastructure.

We are currently exploring what road and public transport improvements are needed to help relieve current and future road congestion. A major study is being conducted in partnership with North Somerset Council, with the airport making a significant financial contribution, and this technical work will help inform future investment decisions. A major study is being conducted in partnership with North Somerset Council, with the airport making a significant financial contribution, and this technical work will help inform future investment decisions.

Ambitions for the future

Investment will continue in the next few years as we deliver the remaining elements of our existing planning consent. This will provide more aircraft stands, coaching gates and multi-storey car parking, and a new fire station. As we develop our new Master Plan, assessing the deliverability of future schemes will be an essential consideration. A sound business case - how and when development is delivered, and securing support from key stakeholders - will be vital.

 
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