Prepared for:


PANAMA TRADE
MISSION TO
ATLANTA
GEORGIA, April 28-30, 2010
OUTLINE




1.   Who we are?
2.   Why so successful?
3.   Statistics
4.   Strategic Direction
5.   AITSA – Key Performance...
1. WHO WE ARE?




                 2
WHO WE ARE?



         Tocumen S.A was founded in 2003 as a private entity
         and the Panamenian Government holds 1...
WHO WE ARE?
   The location of Panama has favored the development of a HUB
 who covers the entire American Continent, and ...
2. WHY SO SUCCESSFUL




                 5
GLOBAL COMPETITION


         There are 5 major elements which determine whether an
         Airport has the potential to ...
GLOBAL COMPETITION

  There are some airports in the region who are strongly positioning to
    become successful HUBs, ho...
3. STATISTICS




                8
STATISTICS



         AIRLINES OPERATION MOVEMENTS, 2008-2010

                                                          ...
TOTAL PASSENGERS 2004 - 2009
                                                                       En el 2009 se confrota...
PASSENGERS FORECAST


   Year   Embark         Disembark       Transit -Direct    Total

   2006      1.036.508       1.04...
4. STRATEGIC DIRECTION




                  12
STRATEGIC MAPPING (BALANCED SCORECARD)


Society Perspective                 Improve quality image
                       ...
STRATEGIC DIRECTION – OJECTIVES                                          14



  •   Keep Passenger HUB leadership in the ...
Why the Need for a new Strategic Vision Concept
Near-term Decisions will Impact Future Options

   Lands property of Pana...
6. MASTER PLAN FOR APRON & PASSENGER TERMINAL




                      16
EXISTING MASTER PLAN – PHASE I - 32 Operations/hr




   2004 - 2007




                         17
EXISTING MASTER PLAN – PHASE II – 44 Operations/hr




   2009 - 2011




                         18
NORTH CONCOURSE




                  19
New Building for TIA Administration & Government Entities




                                20
EXISTING MASTER PLAN – PHASE III – 49 Operations/hr.




   2011 - 2012




                         21
EXISTING MASTER PLAN – PHASE IV – 63 Operations/hr.




   2015 - 2020




                        22
EXISTING MASTER PLAN – PHASE V – 73 Operations/hr.




   2025 - 2030




                        23
7. MASTER PLAN FOR AIRPORT CITY
CONCEPT




                 24
VISION




   “To become a “Aerópolis – Aiport City Model”, highly
   profitable and effective, valued by its customers an...
AIRPORT CITY CONCEPT


                                Airport City Model as Hub


                                       ...
UNIVERSITY LAND




                  27
AIRPORT CITY CONCEPT




                       28
AIRPORT CITY CONCEPT




                       29
AIRPORT CITY CONCEPT




                       30
AIRPORT CITY & PRIVATE DEVELOPMENTS




                      31
8. MASTER PLAN CARGO AREA




                 32
AIRPORT CITY & PRIVATE DEVELOPMENTS




                      33
VEHICULAR TUNNEL TO CARGO TERMINAL &
FUTURE DEVELOPMENTS AREAS




                     34
VEHICULAR TUNNEL TO CARGO TERMINAL &
FUTURE DEVELOPMENTS AREAS




                     35
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Tocumen international airport expansion

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Tocumen international airport expansion

  1. 1. Prepared for: PANAMA TRADE MISSION TO ATLANTA GEORGIA, April 28-30, 2010
  2. 2. OUTLINE 1. Who we are? 2. Why so successful? 3. Statistics 4. Strategic Direction 5. AITSA – Key Performance Axis 6. Master Plan for Apron & Passenger Terminal 7. Master Plan for Airport City Concept 8. Master Plan for Cargo Area 1
  3. 3. 1. WHO WE ARE? 2
  4. 4. WHO WE ARE? Tocumen S.A was founded in 2003 as a private entity and the Panamenian Government holds 100% of its shares. It has over $440 million in assets. We offer services to 30 passenger airlines that fly to 54 destinantions and serve over 4.7 million passenger per year. Tocumen S.A. is one of the most important partner of the Panamenian Government by contributing in the social development of the country through its Social Responsability Programs (RSE). 3
  5. 5. WHO WE ARE? The location of Panama has favored the development of a HUB who covers the entire American Continent, and in addition, serves Europe Tocumen is projected has one of the major HUB’s in the region. 4
  6. 6. 2. WHY SO SUCCESSFUL 5
  7. 7. GLOBAL COMPETITION There are 5 major elements which determine whether an Airport has the potential to become a successful HUB…. Local Strong Market (Local business demand, Strong Economy) Strong Airline Succesful Good Airport (Itinerary, destiny, big fleet, Airport Infraestructure reliable) (Steril Conextion, Jetways) HUB Regulations Favorable Practices Location (Visa Policies) (Geografy, climate, height) SH&E 6
  8. 8. GLOBAL COMPETITION There are some airports in the region who are strongly positioning to become successful HUBs, however, there are missing points… mostly out of control 7
  9. 9. 3. STATISTICS 8
  10. 10. STATISTICS AIRLINES OPERATION MOVEMENTS, 2008-2010 Var.% 2008 2009 2010* 09/10 PASSENGERS AIRLINES 63,529 70,454 79,613 11 CARGO AIRLINES 7,873 7,654 7,807 - GENERAL AVIATION 2,219 2,222 2,244 - TOTAL 73,621 80,330 89,664 9 * Proyecciones 9
  11. 11. TOTAL PASSENGERS 2004 - 2009 En el 2009 se confrotaron grandes desafíos: La crisis económica mundial, SARS (H1N1) y una competencia agresiva 30 Crecimiento de Pasajeros 2009 Vs. 2008 25 Passengers Movements Registered Porcentaje 20 during ’05-’09 15 10 5 5,000,000 2005 2006 2007 2008 2009 0 4,500,000 Ene Feb Mar Abr May Jun Jul Ago Sep Oct Nov Dic 4,000,000 -5 Pandemic Influenza Effect 3,500,000 3,000,000 Año Pasajeros Var. % 2,500,000 2,000,000 2005 2,756,948 - 1,500,000 2006 3,215,423 14% 1,000,000 2007 3,805,312 15% 500,000 0 2008 4,549,170 16% 2009 4,748,621 4% 2010 5.273,900 10% 10
  12. 12. PASSENGERS FORECAST Year Embark Disembark Transit -Direct Total 2006 1.036.508 1.040.387 1.138.528 3.215.423 2007 1.171.250 1.175.635 1.363.740 3.710.625 2008 1.311.800 1.316.715 1.540.555 4.169.070 2009 1.469.220 1.474.720 1.725.420 4.669.360 2010 1.645.530 1.651.685 1.915.955 5.213.170 2015 2.650.140 2.660.050 2.979.260 8.289.450 2020 3.350.320 3.556.650 3.912.310 10.851.280 2025 4.750.800 4.755.440 5.230.980 14.303.220 11
  13. 13. 4. STRATEGIC DIRECTION 12
  14. 14. STRATEGIC MAPPING (BALANCED SCORECARD) Society Perspective Improve quality image perceived by society Improve security in all operations Improve environmental Improvements in the Improve security in protection quality prevention of baggage and people occupational hazards inspection Customers, Passengers, Improve quality of services and Airlines Perspective Infraestructure Financial Increase gross Perspective revenues from all Improve Profitability operations Infraestructure & Guarantee continuity of al operation Processes processes Perspective Seize Forecast Demand Securiy Axis Personnel Empower human Quality Axis Perspective resources and Improvement & Infraestructure proce infraestructure Improve resource mgmt resoruces PLANES ESTRATÉGICOS 13
  15. 15. STRATEGIC DIRECTION – OJECTIVES 14 • Keep Passenger HUB leadership in the region. • Become Air Cargo HUB for the region by 2015. • New Land and Airfiel development (East & West). • Guarantee continous improvemnt of infraestructure, high-tech equipment and human resources. In summary: Our Key Performance Anchors SECURITY : “Security an implicit objective in everything we do/plan” TECHNOLOGY: “TIC to drive changes” QUALITY : “ Quality to prop out actions” PLANES ESTRATÉGICOS 14
  16. 16. Why the Need for a new Strategic Vision Concept Near-term Decisions will Impact Future Options  Lands property of Panama University (300-Hectares) – Layout and uses will impact future terminal options – Impacts existing Master Plan – “Southward” development progression influences airfield infrastructure – Implementation can generate revenues for future investments  Future vehicular tunnel to existing cargo area will require future terminal development and approximately 2,000 hectares of private developments to the southeast side  Both projects need to planned for long term compatibility and passenger terminal expansion 15
  17. 17. 6. MASTER PLAN FOR APRON & PASSENGER TERMINAL 16
  18. 18. EXISTING MASTER PLAN – PHASE I - 32 Operations/hr 2004 - 2007 17
  19. 19. EXISTING MASTER PLAN – PHASE II – 44 Operations/hr 2009 - 2011 18
  20. 20. NORTH CONCOURSE 19
  21. 21. New Building for TIA Administration & Government Entities 20
  22. 22. EXISTING MASTER PLAN – PHASE III – 49 Operations/hr. 2011 - 2012 21
  23. 23. EXISTING MASTER PLAN – PHASE IV – 63 Operations/hr. 2015 - 2020 22
  24. 24. EXISTING MASTER PLAN – PHASE V – 73 Operations/hr. 2025 - 2030 23
  25. 25. 7. MASTER PLAN FOR AIRPORT CITY CONCEPT 24
  26. 26. VISION “To become a “Aerópolis – Aiport City Model”, highly profitable and effective, valued by its customers and public opinion, recognized by the security, trust and efficiency of its operations which in turns guarantee overall leadership as a Passenger and Air Cargo HUB, competing in a dynamic and globalized market”. PLANES ESTRATÉGICOS 25
  27. 27. AIRPORT CITY CONCEPT Airport City Model as Hub Seaport Sea-and-Air Multimodal High-tech Free trade zone Infrastructures Custom free zone Airport passenger Terminal & Air cargo hub Tourism Logistics Leisure Distribution center International Business PLANES ESTRATÉGICOS 26
  28. 28. UNIVERSITY LAND 27
  29. 29. AIRPORT CITY CONCEPT 28
  30. 30. AIRPORT CITY CONCEPT 29
  31. 31. AIRPORT CITY CONCEPT 30
  32. 32. AIRPORT CITY & PRIVATE DEVELOPMENTS 31
  33. 33. 8. MASTER PLAN CARGO AREA 32
  34. 34. AIRPORT CITY & PRIVATE DEVELOPMENTS 33
  35. 35. VEHICULAR TUNNEL TO CARGO TERMINAL & FUTURE DEVELOPMENTS AREAS 34
  36. 36. VEHICULAR TUNNEL TO CARGO TERMINAL & FUTURE DEVELOPMENTS AREAS 35

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