Australia has a rich history of aviation. Think: the establishment of the vital Royal Flying Doctor Service in 1928 or Qantas' role in developing ultra long-haul flight routes.
Significant progress has been made in a short time, but the industry now faces a range of challenges that threaten its future.
The federal government's role in successfully navigating these challenges is critical, but it must do so in a way that preserves the competitive, innovative spirit and quality that has defined our aviation history.
The much-anticipated Aviation White Paper released this week acknowledges the value of a robust aviation sector. We know it is vital to our way of life - it connects communities and fuels economic activity.
However, the government needs to ensure this comprehensive flight path to reform, with policies designed to support the industry, doesn't inadvertently stifle competition, overlook innovation or neglect skills demands.
A competitive industry
The Australian market is relatively small in global terms and, as we've recently seen with Bonza and Rex, vulnerable to market domination. A key priority of the government's plan should be to foster competition and support new entrants into the market.
This would be welcomed by passengers in Darwin, and other parts of the nation, where it's often cheaper to fly overseas to Singapore than across the border to Sydney. And it will ensure remote and regional communities are better connected and receive the service they deserve.
Although attention has been rightly focused on market competition and consumer rights, there is much more to achieve in reforming the whole industry.
Attracting and retaining talent
Perhaps most importantly, the government needs to ensure the aviation workforce has the skills it needs now and into the future. The first 100 years of aviation has been about flying aircraft - and the next 100 will very much be about the people who lead the transformation.
Aviation is no longer just about the technical competencies and skillset of individuals. Aviation specialists need leadership skills, empathy and other non-technical skills. That's why RMIT training has a focus on industry partnerships to help students graduate with more than good grades. We are training our future captain and leaders of the sector.
The industry should also reflect the people it serves, with a framework to attract and retain the best talent. At RMIT, we have an equity agenda aligned with the Universities Accord, providing study pathways and support to students regardless of their gender, culture or socioeconomic background.
Driving innovation
Passengers expect more from airlines than just a means to get from A to B. They want seamless, comfortable and safe experiences. This puts enormous pressure on airlines and airports to invest in technology, improve service quality and enhance operational efficiency.
The government must invest in research and development that drives innovation and futureproofs the industry. That includes infrastructure, improved safety and performance and more sustainable aviation technologies that contribute to a clean future.
RMIT is continuing to explore technological innovations that will ensure students get the most from their training in an aircraft - while improving safety and driving costs and emissions down.
Connecting the ecosystem
A collaborative and coordinated approach between domestic public and private training organisations would go some way to solving these skills demands. For example, our collaboration with Leidos, which provides learning opportunities for their staff and career pathways for our graduates.
Similarly, it is in the government's best interest to facilitate global connections. The Asia Pacific is a key focus for RMIT, where our high-quality education is supporting prosperity in the region. Our cadetships with Vietnam Airlines and Vietjet Air do exactly that. But large-scale benefits of these global partnerships are difficult to gain in silos.
The government's roadmap for the future of Australian aviation must be fit for purpose and carefully designed with industry, training organisations and community. The next challenge will be its considered implementation, in a way that does not disproportionately benefit the largest players or place undue burdens on smaller operators.
That way, the next century of aviation will be as transformative as the last.
Lea Vesic
Director
RMIT Aviation Academy
