This document provides an overview of the Polish air transport market and key airports in Poland. It discusses the country data, growth of the Polish market, characteristics of the market including the rise of low-cost carriers, and details on the major airports including Warsaw, Krakow, and Katowice. It analyzes factors such as ownership structure, traffic growth, infrastructure needs and plans for the future at each of the key airports. The document aims to give background on the market environment and investment potential in the Polish airport sector.
Fleet Management in Russia, CIS and Eastern Europejohanfagerberg
This report analyzes the fleet management market in Russia, CIS, and Eastern Europe. It forecasts that the number of active fleet management units in the region will grow from 2.9 million in 2013 to 5.9 million by 2018, as key drivers like regulatory developments and cost savings increase adoption. It profiles the major international and regional fleet management solution providers operating in the market. Finally, it examines trends like the role of commercial vehicle OEMs and how the fleet management industry may evolve in the future.
China air transport and airport industry report, 2010 2011ResearchInChina
This document summarizes a report on China's air transport and airport industry from 2010-2011. It discusses the operations and growth of major Chinese airlines like China Southern, China Eastern, and Air China. It also analyzes passenger and cargo throughput trends at major Chinese airports like Beijing Capital International Airport, Shanghai Airport, and Guangzhou Baiyun Airport. The report forecasts continued growth in China's civil aviation industry from 2011-2015, driven by the country's economic development despite potential challenges from high-speed rail and rising oil prices.
The European Commission, Directorate-General for Communications Networks, Content and Technology(DG CONNECT) commissioned AEA to undertake a service contract entitled "Impact of ICT R&D in the Large Scale Deployment of the Electric Vehicle”. This project'saim was to collate and analyse the growing body of knowledge in European efforts for the application of ICT and smart systems in fully electric vehicles (FEVs) to support policymaking in this area. The project started in November 2011 and is approximately one year in duration.
The objectives of this project were to:
A. Analyse the existing landscape of European R&D, manufacturing and deployment in the domains of ICT and smart systems and architectures for the fully electric vehicle, and draw comparisons with other world regions;
B. Assess the future potential for these domains within Europe, and the enabling role of ICT and smart systems in the deployment of the fully electric vehicle;
C. Identify barriers and hurdles to development and deployment of the fully electric vehicle in Europe, drawing on experience from trial deployments to date, and evaluate roadmaps towards overcoming these hurdles;
D. Assess the environmental and health impacts of the deployment of electric vehicles compared with other types of vehicle, assess weaknesses and threats, and evaluate the role of ICT and smart systems in bringing about potential environmental and health benefits;
E. Analyse the potential contribution of the fully electric vehicle towards achieving European socio-economic goals;
F. Collate the above work in order to provide policy advice on European strategies for R&D in the area of ICT and smart systems for the fully electric vehicle, in particular for R&D “lighthouse” projects to accelerate the development and deployment of electric vehicles in Europe.
Creams Specialised Services are your Heavy Vehicle Accreditation Specialists. With over 30 years transport industry experience and a state-wide service, we provide advice and auditing services that will guide you through the process of acquiring your HVA (Heavy Vehicle Accreditation).
This document summarizes the locomotive market in Russia and 1520 space countries. It finds that Russia has one of the largest locomotive fleets in the world due to the high share of rail in transportation. However, much of the stock is overworn and in need of upgrading. Purchasing volumes currently only meet 60% of the renewal demand. The development of the industry is determined by two main groups, and there is a push for new standards and locomotive types to increase speeds and loads on the railway network.
ASPECTS OF MARKETING APPLICATION WITHIN AIRLINE TRAVELLING COMPANIES. THE CAS...Albanian Tourism Low-Cost
This document discusses marketing aspects within airline companies operating in Albania. It analyzes the marketing activities of various airlines on the Albanian market based on primary and secondary data. The largest airlines operating in Albania by number of passengers are Turkish Airlines and Olympic Airlines, while by number of flights they are Albanian Airlines and Olympic Airlines. The airline industry in Albania has seen constant growth in demand over time, as measured by passenger numbers and revenues, however profitability has remained low for airlines.
Munich Airport is pursuing several initiatives to create a more seamless travel experience for passengers. These include integrating passenger and flight data across different airport systems to provide personalized services at each touchpoint. The airport also aims to use technologies like mobile apps and "InfoGates" for bidirectional communication and targeted offers. Key goals are increasing non-aviation revenues, customer satisfaction and operational efficiencies. Munich Airport is collaborating with other European airports on standards for a "Mobile Travel Assistant" app to enhance the passenger experience across multiple airports.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
Fleet Management in Russia, CIS and Eastern Europejohanfagerberg
This report analyzes the fleet management market in Russia, CIS, and Eastern Europe. It forecasts that the number of active fleet management units in the region will grow from 2.9 million in 2013 to 5.9 million by 2018, as key drivers like regulatory developments and cost savings increase adoption. It profiles the major international and regional fleet management solution providers operating in the market. Finally, it examines trends like the role of commercial vehicle OEMs and how the fleet management industry may evolve in the future.
China air transport and airport industry report, 2010 2011ResearchInChina
This document summarizes a report on China's air transport and airport industry from 2010-2011. It discusses the operations and growth of major Chinese airlines like China Southern, China Eastern, and Air China. It also analyzes passenger and cargo throughput trends at major Chinese airports like Beijing Capital International Airport, Shanghai Airport, and Guangzhou Baiyun Airport. The report forecasts continued growth in China's civil aviation industry from 2011-2015, driven by the country's economic development despite potential challenges from high-speed rail and rising oil prices.
The European Commission, Directorate-General for Communications Networks, Content and Technology(DG CONNECT) commissioned AEA to undertake a service contract entitled "Impact of ICT R&D in the Large Scale Deployment of the Electric Vehicle”. This project'saim was to collate and analyse the growing body of knowledge in European efforts for the application of ICT and smart systems in fully electric vehicles (FEVs) to support policymaking in this area. The project started in November 2011 and is approximately one year in duration.
The objectives of this project were to:
A. Analyse the existing landscape of European R&D, manufacturing and deployment in the domains of ICT and smart systems and architectures for the fully electric vehicle, and draw comparisons with other world regions;
B. Assess the future potential for these domains within Europe, and the enabling role of ICT and smart systems in the deployment of the fully electric vehicle;
C. Identify barriers and hurdles to development and deployment of the fully electric vehicle in Europe, drawing on experience from trial deployments to date, and evaluate roadmaps towards overcoming these hurdles;
D. Assess the environmental and health impacts of the deployment of electric vehicles compared with other types of vehicle, assess weaknesses and threats, and evaluate the role of ICT and smart systems in bringing about potential environmental and health benefits;
E. Analyse the potential contribution of the fully electric vehicle towards achieving European socio-economic goals;
F. Collate the above work in order to provide policy advice on European strategies for R&D in the area of ICT and smart systems for the fully electric vehicle, in particular for R&D “lighthouse” projects to accelerate the development and deployment of electric vehicles in Europe.
Creams Specialised Services are your Heavy Vehicle Accreditation Specialists. With over 30 years transport industry experience and a state-wide service, we provide advice and auditing services that will guide you through the process of acquiring your HVA (Heavy Vehicle Accreditation).
This document summarizes the locomotive market in Russia and 1520 space countries. It finds that Russia has one of the largest locomotive fleets in the world due to the high share of rail in transportation. However, much of the stock is overworn and in need of upgrading. Purchasing volumes currently only meet 60% of the renewal demand. The development of the industry is determined by two main groups, and there is a push for new standards and locomotive types to increase speeds and loads on the railway network.
ASPECTS OF MARKETING APPLICATION WITHIN AIRLINE TRAVELLING COMPANIES. THE CAS...Albanian Tourism Low-Cost
This document discusses marketing aspects within airline companies operating in Albania. It analyzes the marketing activities of various airlines on the Albanian market based on primary and secondary data. The largest airlines operating in Albania by number of passengers are Turkish Airlines and Olympic Airlines, while by number of flights they are Albanian Airlines and Olympic Airlines. The airline industry in Albania has seen constant growth in demand over time, as measured by passenger numbers and revenues, however profitability has remained low for airlines.
Munich Airport is pursuing several initiatives to create a more seamless travel experience for passengers. These include integrating passenger and flight data across different airport systems to provide personalized services at each touchpoint. The airport also aims to use technologies like mobile apps and "InfoGates" for bidirectional communication and targeted offers. Key goals are increasing non-aviation revenues, customer satisfaction and operational efficiencies. Munich Airport is collaborating with other European airports on standards for a "Mobile Travel Assistant" app to enhance the passenger experience across multiple airports.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
INFORM-Measuring and Monitoring Aircraft Turn Operations v3David Foster
This document discusses measuring and monitoring aircraft turn operations. It provides background on the aircraft turn process, which involves deplaning passengers, servicing the aircraft, and boarding new passengers. It describes how all components of the process are interconnected and how disturbances can impact the whole network. The document advocates for monitoring the various sub-processes of aircraft turns in real-time to proactively manage disruptions and identify issues.
The document proposes process improvements at Miami International Airport (MIA) to help HM Airlines reduce turnaround times and improve ground operations performance. It identifies issues in 5 key airport processes: terminal, passenger security, ramp operations, baggage handling systems, and waste water treatment. Specific solutions proposed include relocating x-ray machines, dedicating staff security lanes, automating baggage reconciliation, and expanding waste water storage. Financial analysis estimates the proposed investments would cost $19.3 million but generate over $55.7 million in additional annual revenue.
This document discusses centralizing and integrating security, processes, and resource management at airports. It outlines the need for an integrated airport security landscape to address challenges like disparate technologies, evolving threats, and operational continuity issues. An integrated command and control platform is proposed to provide situational awareness across the entire airport through process mapping, common objectives, and technological solutions that detect, prevent, respond to, and recover from incidents. Benefits include enhanced security for staff, travelers, and assets through business continuity and reliable monitoring.
This report analyzes travel data from January to October 2016 to summarize trends in outbound independent travel from China. Some key findings include:
- September is the peak travel season and January is when the most money is spent overseas.
- Short-haul destinations like Japan, Thailand, and South Korea are most popular. European destinations saw a decline.
- Travelers are increasingly younger, between 15-33 years old, and highly educated.
- Entertainment, fitness, and food are major interests influencing destination choices.
- Low-cost airlines are preferred for overseas flights. Debit card use for shopping overseas grew substantially.
Improving the efficiency of aircraft turnaroundAppear
Implementing innovative app toolkit for airport workers that improve aircraft turnaround. Airport IQ will develop a mobile information sharing system connecting back-end A-CDM systems with mobile devices (smartphones, tablets and other wearable devices) carried by ground staff. The system will provide the right information at the right place and time to the right people, making it easier for planners to make optimal use of resources.
We are looking for potential partners to participate in the project whether they are Airports, Ground Handlers, Airlines, System providers and other commercial entities. If you would like to know more, then get in touch
The document discusses SAP's Operations Control Center (OCC). It describes an OCC as a centralized room and team that provides transparency into business processes and IT components, helps optimize operations through continuous improvement, and allows for proactive issue identification and resolution. Setting up an effective OCC requires understanding current operational challenges, creating centralized monitors and processes, and implementing continuous improvement. SAP recommends using its Solution Manager product to efficiently establish and run an OCC.
This document provides an overview of air traffic control (ATC) including key terms and concepts. It discusses ICAO which sets international standards for ATC. It describes different types of airspace (controlled and uncontrolled) and classifications (A-G). It explains the roles of local control (aerodrome) and area control. In 1-2 sentences: The document defines air traffic control services and airspace classifications according to ICAO standards and describes the roles and responsibilities of local and area air traffic controllers.
The document describes the facilities and operations of an airport terminal. It outlines the organizational structure and responsibilities of various divisions including terminal facilities, engineering, operations, security systems, baggage handling systems, and track transit systems. It provides details on the maintenance and operations of the terminal buildings, mechanical systems, electrical systems, and other infrastructure.
UNWTO Tourism Highlights 2014 . Why Tourism Matters? . Tourism as a long term global sector for development. Main trends 2013-2014 and future. Where do Tourism go towards?
This document discusses the need for and advantages of an Airport Operations Control Center (AOCC). An AOCC centralizes airport operations to focus on end-to-end passenger and aircraft processes. It coordinates the major operational areas of passengers, baggage/cargo, and aircraft. Benefits include more efficient operations, improved airport performance and ratings, and meeting passenger expectations. Resources needed include IT systems, software, procedures, and personnel from various airport departments and agencies. Skills required include management, coordination, monitoring, aviation knowledge, and leadership. The design of an AOCC center can vary but typically includes workstations and displays to provide situational awareness across airport functions.
This document outlines the details of an airport management system project for a database management systems course. It includes the group members, instructor, table of contents, and overview of key aspects of setting up the database system. The document describes the entities, attributes, and relationships that will be modeled in the database using an entity-relationship diagram. It also discusses how SQL will be used to perform queries on the database.
There are four main types of air cargo carriers that provide different services: 1) Integrated express operators like FedEx, UPS, and DHL that offer door-to-door delivery using aircraft and trucks; 2) All-cargo carriers like Atlas Air Cargo that operate scheduled flights between major airports; 3) Commercial passenger airlines like Delta and Lufthansa that carry cargo in the bellies of passenger planes; 4) Ad-hoc charter carriers like Grand Aire that provide unscheduled airport-to-airport cargo flights. These carriers offer three primary service types: integrated express service, freight forwarding, and airport-to-airport service.
The document discusses several key factors regarding airport lighting, including different types of lights used for various purposes like approach lighting, runway lighting, taxiway lighting, and threshold lighting. It explains that airport lighting must be properly installed and maintained to guide pilots during night operations or low visibility conditions. Different lighting systems and patterns are used depending on the airport classification and level of air traffic. Standardization of airport lighting helps pilots navigate unfamiliar airports safely.
This document provides an overview of a project done by Group 4. It lists the 15 project members by their student IDs. The contents section outlines the topics to be covered in the project report, including introductions to UML, an overview of UML diagrams, modeling techniques such as use cases, class diagrams, state diagrams and more. Relational database design is also mentioned as a UML extension that will be covered.
The Presentation is about how airline industry has evolved and how systems in airline industry have evolved. The presentation further provided a roadmap on system evolution for airlines
The document discusses public-private partnerships in developing India's airport infrastructure. It outlines plans to modernize airports in major cities like Mumbai and Delhi by forming joint venture companies with private operators. The government aims to attract private investment to upgrade airports and build new ones, as the Airports Authority of India alone cannot meet the large funding needs. Private airports have been developed successfully at Cochin, Bangalore, and Hyderabad following this model. Similar partnerships are planned for other airports to improve facilities and management.
The document discusses building airport infrastructure in Central Europe through public-private partnerships (PPPs). It notes that Central Europe has strong growth potential as an air travel market but lacks sufficient airport infrastructure. PPPs can help raise necessary private funds and expertise to develop new airports if risks and rewards are fairly allocated between public and private partners based on realistic traffic forecasts in a tailored business plan. A case study examines a proposed PPP to develop a new capital city airport through a special purpose vehicle owned by both government and private investors.
- European airline traffic dropped by over 4% in 2009 compared to 2008 levels, according to the Association of European Airlines.
- In October 2009 specifically, passenger traffic decreased 2.0% year-over-year, with the mid-Atlantic market seeing the largest drop at 6.1%. Airline capacity also fell 5.5% in October.
- For the year-to-date through mid-December, airline traffic was down 4.3% compared to the same period in 2008, a figure that is unlikely to change significantly by year-end.
INFORM-Measuring and Monitoring Aircraft Turn Operations v3David Foster
This document discusses measuring and monitoring aircraft turn operations. It provides background on the aircraft turn process, which involves deplaning passengers, servicing the aircraft, and boarding new passengers. It describes how all components of the process are interconnected and how disturbances can impact the whole network. The document advocates for monitoring the various sub-processes of aircraft turns in real-time to proactively manage disruptions and identify issues.
The document proposes process improvements at Miami International Airport (MIA) to help HM Airlines reduce turnaround times and improve ground operations performance. It identifies issues in 5 key airport processes: terminal, passenger security, ramp operations, baggage handling systems, and waste water treatment. Specific solutions proposed include relocating x-ray machines, dedicating staff security lanes, automating baggage reconciliation, and expanding waste water storage. Financial analysis estimates the proposed investments would cost $19.3 million but generate over $55.7 million in additional annual revenue.
This document discusses centralizing and integrating security, processes, and resource management at airports. It outlines the need for an integrated airport security landscape to address challenges like disparate technologies, evolving threats, and operational continuity issues. An integrated command and control platform is proposed to provide situational awareness across the entire airport through process mapping, common objectives, and technological solutions that detect, prevent, respond to, and recover from incidents. Benefits include enhanced security for staff, travelers, and assets through business continuity and reliable monitoring.
This report analyzes travel data from January to October 2016 to summarize trends in outbound independent travel from China. Some key findings include:
- September is the peak travel season and January is when the most money is spent overseas.
- Short-haul destinations like Japan, Thailand, and South Korea are most popular. European destinations saw a decline.
- Travelers are increasingly younger, between 15-33 years old, and highly educated.
- Entertainment, fitness, and food are major interests influencing destination choices.
- Low-cost airlines are preferred for overseas flights. Debit card use for shopping overseas grew substantially.
Improving the efficiency of aircraft turnaroundAppear
Implementing innovative app toolkit for airport workers that improve aircraft turnaround. Airport IQ will develop a mobile information sharing system connecting back-end A-CDM systems with mobile devices (smartphones, tablets and other wearable devices) carried by ground staff. The system will provide the right information at the right place and time to the right people, making it easier for planners to make optimal use of resources.
We are looking for potential partners to participate in the project whether they are Airports, Ground Handlers, Airlines, System providers and other commercial entities. If you would like to know more, then get in touch
The document discusses SAP's Operations Control Center (OCC). It describes an OCC as a centralized room and team that provides transparency into business processes and IT components, helps optimize operations through continuous improvement, and allows for proactive issue identification and resolution. Setting up an effective OCC requires understanding current operational challenges, creating centralized monitors and processes, and implementing continuous improvement. SAP recommends using its Solution Manager product to efficiently establish and run an OCC.
This document provides an overview of air traffic control (ATC) including key terms and concepts. It discusses ICAO which sets international standards for ATC. It describes different types of airspace (controlled and uncontrolled) and classifications (A-G). It explains the roles of local control (aerodrome) and area control. In 1-2 sentences: The document defines air traffic control services and airspace classifications according to ICAO standards and describes the roles and responsibilities of local and area air traffic controllers.
The document describes the facilities and operations of an airport terminal. It outlines the organizational structure and responsibilities of various divisions including terminal facilities, engineering, operations, security systems, baggage handling systems, and track transit systems. It provides details on the maintenance and operations of the terminal buildings, mechanical systems, electrical systems, and other infrastructure.
UNWTO Tourism Highlights 2014 . Why Tourism Matters? . Tourism as a long term global sector for development. Main trends 2013-2014 and future. Where do Tourism go towards?
This document discusses the need for and advantages of an Airport Operations Control Center (AOCC). An AOCC centralizes airport operations to focus on end-to-end passenger and aircraft processes. It coordinates the major operational areas of passengers, baggage/cargo, and aircraft. Benefits include more efficient operations, improved airport performance and ratings, and meeting passenger expectations. Resources needed include IT systems, software, procedures, and personnel from various airport departments and agencies. Skills required include management, coordination, monitoring, aviation knowledge, and leadership. The design of an AOCC center can vary but typically includes workstations and displays to provide situational awareness across airport functions.
This document outlines the details of an airport management system project for a database management systems course. It includes the group members, instructor, table of contents, and overview of key aspects of setting up the database system. The document describes the entities, attributes, and relationships that will be modeled in the database using an entity-relationship diagram. It also discusses how SQL will be used to perform queries on the database.
There are four main types of air cargo carriers that provide different services: 1) Integrated express operators like FedEx, UPS, and DHL that offer door-to-door delivery using aircraft and trucks; 2) All-cargo carriers like Atlas Air Cargo that operate scheduled flights between major airports; 3) Commercial passenger airlines like Delta and Lufthansa that carry cargo in the bellies of passenger planes; 4) Ad-hoc charter carriers like Grand Aire that provide unscheduled airport-to-airport cargo flights. These carriers offer three primary service types: integrated express service, freight forwarding, and airport-to-airport service.
The document discusses several key factors regarding airport lighting, including different types of lights used for various purposes like approach lighting, runway lighting, taxiway lighting, and threshold lighting. It explains that airport lighting must be properly installed and maintained to guide pilots during night operations or low visibility conditions. Different lighting systems and patterns are used depending on the airport classification and level of air traffic. Standardization of airport lighting helps pilots navigate unfamiliar airports safely.
This document provides an overview of a project done by Group 4. It lists the 15 project members by their student IDs. The contents section outlines the topics to be covered in the project report, including introductions to UML, an overview of UML diagrams, modeling techniques such as use cases, class diagrams, state diagrams and more. Relational database design is also mentioned as a UML extension that will be covered.
The Presentation is about how airline industry has evolved and how systems in airline industry have evolved. The presentation further provided a roadmap on system evolution for airlines
The document discusses public-private partnerships in developing India's airport infrastructure. It outlines plans to modernize airports in major cities like Mumbai and Delhi by forming joint venture companies with private operators. The government aims to attract private investment to upgrade airports and build new ones, as the Airports Authority of India alone cannot meet the large funding needs. Private airports have been developed successfully at Cochin, Bangalore, and Hyderabad following this model. Similar partnerships are planned for other airports to improve facilities and management.
The document discusses building airport infrastructure in Central Europe through public-private partnerships (PPPs). It notes that Central Europe has strong growth potential as an air travel market but lacks sufficient airport infrastructure. PPPs can help raise necessary private funds and expertise to develop new airports if risks and rewards are fairly allocated between public and private partners based on realistic traffic forecasts in a tailored business plan. A case study examines a proposed PPP to develop a new capital city airport through a special purpose vehicle owned by both government and private investors.
- European airline traffic dropped by over 4% in 2009 compared to 2008 levels, according to the Association of European Airlines.
- In October 2009 specifically, passenger traffic decreased 2.0% year-over-year, with the mid-Atlantic market seeing the largest drop at 6.1%. Airline capacity also fell 5.5% in October.
- For the year-to-date through mid-December, airline traffic was down 4.3% compared to the same period in 2008, a figure that is unlikely to change significantly by year-end.
- European airline traffic dropped 4% in 2009 compared to 2008 levels, according to an industry association report.
- In October 2009 specifically, passenger traffic decreased 2% and airline capacity was reduced 5.5% compared to the previous year.
- While traffic declines have slowed revenue losses, falling ticket prices, especially in premium travel, have significantly impacted airline revenues which remain 15% below 2008 levels.
Istanbul Hub Seminar discusses about: How Istanbul is going to become a major aviation centre. Istanbul Airports includes: Ataturk International Airport, Sabiha Gokcen International Airport and Istanbul New Airport
The Association of European Airlines released traffic data for May 2010 and projections for June 2010. In May, passenger traffic was up 4.3% over May 2009, driven by a 5.5% increase to the Far East. The traffic increase was accommodated by a 0.2% rise in capacity, improving load factors to 76.2%. Airfreight volumes grew 17.3%, the highest increase in over 15 years. Preliminary data for June indicates passenger traffic growth of around 8%, largely due to Far Eastern routes, which could be the first sign that traffic has recovered to pre-recession levels.
Ukraine transport strategy alignment within the context of eu integrationcityprojectdevelopment
- The document analyzes trends in Ukraine's freight transport from 2011-2013, finding that rail accounts for about 60% of the market while road is around 23%.
- It examines transit traffic, noting losses for rail but stability for roads. Border crossing improvements could boost maritime transit by 2020 according to models.
- Benchmarking of Ukrainian border crossings in 2015 shows room for improvement in time and cost indicators compared to neighboring countries. Focus on aligning documentation standards with the EU could help attract more transit traffic.
Webinar Safety & Interoperability June 2022 Presentation.pdfKrisostomus Rahmanto
The document is a presentation on railway safety and interoperability in the EU from the European Union Agency for Railways (ERA). It summarizes the key findings from ERA's 2022 biennial report on progress in railway safety and interoperability, including decreases in significant accidents and casualties since 2010 but differences between countries. It also discusses challenges in achieving interoperability like the slow deployment of ETCS across members states. The presentation then outlines topics to be covered by speakers, including statistics, container transport, traffic management and ERA registers.
The document summarizes April 2010 traffic figures from the Association of European Airlines (AEA), which shows a 13.1% decrease in passenger traffic compared to April 2009 due to airspace closures from volcanic ash. Four AEA airlines saw growth, while nine saw losses over 20%. Traffic indications for May showed improvement over early disruptions. Airline-by-airline figures are provided showing impacts ranging from -48.5% to 36.2% in passenger traffic compared to the previous April.
Transport is an important industry that is facing significant changes and opportunities from new technologies. The document summarizes that (1) transport contributes significantly to economies and emissions but is lagging in digitalization, (2) changes like growth, regulations, and staff shortages are pushing automation, and (3) opportunities exist in both ongoing digitalization and future industrialization through technologies like automation, alternative fuels, and autonomous vehicles. Multiple parties must work together to support the transition to new technologies.
This document provides a forecast for the turboprop aircraft market from 2016 to 2035. It predicts that the global turboprop fleet will grow from 2,100 to 3,900 aircraft during this period, with 65% of deliveries going to fleet growth and 35% to replacement needs. Half of the fleet growth is expected to come from the creation of over 3,000 new routes, especially in emerging markets in Africa, Asia, and Latin America. The forecast also anticipates strong growth in China's turboprop fleet and operations. Overall, the turboprop market is envisioned to continue playing a key role in connecting communities and promoting regional economic development.
CEZ GROUP E-MOBILITY INFRASTRUCTURE EXPERIENCEiQHub
CEZ is a major provider of electric vehicle charging infrastructure in the Czech Republic, operating over 400 DC chargers and 120 AC chargers. As the EU implements new regulations to accelerate EV adoption, CEZ plans to quadruple its charging network by 2030 with a focus on high-power charging hubs. However, expanding infrastructure faces challenges around securing suitable locations, long permitting processes, and developing a sustainable long-term business model as the market matures.
1. The document discusses strategies for developing Incheon International Airport in South Korea as an air logistics hub in Northeast Asia.
2. It analyzes trends in the air cargo industry and growth in Northeast Asian markets. Major airports like Hong Kong and Incheon have significantly increased cargo volumes in recent years.
3. Developing Incheon as a logistics hub would require excellent infrastructure and connectivity, eliminating barriers, and attracting global logistics companies. The concept of an "Airport City" is discussed as a strategy to integrate various functions around the airport.
This is a comprehensive analysis of the manufacturing sector in Ukraine and an integrated guide for perspective investors who are exploring opportunities in the country. The report includes key figures characterizing Ukraine as a market, as well as information about the main manufacturing industry subsectors and forthcoming policy developments needed to boost Ukrainian manufacturing sector. The report was prepared by the Office of the National Investment Council of Ukraine
This document summarizes the state of the global air transport industry and regulatory developments in 2015. It provides statistics on industry growth trends, including a doubling of passenger traffic to 6.6 billion by 2030. Asia Pacific has surpassed North America as the largest market. Low-cost carriers now carry 27% of global passengers. Connectivity through air transport supports over 58 million jobs and $2.4 trillion in economic impact annually. Emerging issues include supporting the UN's sustainable development goals and ensuring global air connectivity.
The document provides an overview of the state of the global air transport industry and regulatory developments. It notes that in 2014 there were 3.3 billion passengers, 50 million tonnes of freight carried, over 1,000 airlines and 26,700 aircraft. Air traffic continues to grow strongly, especially in Asia-Pacific and the Middle East. Regulatory developments include more open skies agreements and regional liberalization programs in many parts of the world. Air connectivity is important for achieving UN sustainable development goals related to tourism, economic growth, and infrastructure development.
The document summarizes the AIR.NET project which established a network of regional airports across the Adriatic region to improve connectivity and territorial cohesion. It launched 3 new flight routes between airports in Italy, Serbia, and Bosnia and Herzegovina. Over two summer seasons, the flights carried nearly 16,000 passengers on 210 flights. The project aimed to boost economic development in the region by improving mobility of people and goods. It analyzed geographic barriers, economic potential, and market opportunities in the aviation sector across the Adriatic area to identify viable new flight routes.
TAV Airports Holding Management Presentation February 2014 Tav Airports
TAV Airports Holding provides the following key points in their management presentation:
1) Turkey has experienced strong passenger growth of 14% annually between 2002-2013 and is projected to continue growing 11% annually through 2023, presenting attractive market opportunities.
2) TAV has a diversified portfolio as the #1 airport operator in Turkey with investments in 13 airports across multiple countries, giving it large catchment areas.
3) TAV has a vertically integrated business model and a track record of delivering double-digit passenger growth, EBITDA growth of 45% annually between 2006-2013, and high returns through operating leverage.
This document outlines TAP Portugal's marketing plan for Brazil in 2010/11. It identifies TAP as the market leader with the largest network of connections between Europe and Brazil. The objectives are to increase brand awareness, attract more premium passengers, and target VFR and leisure traffic between Brazil and Portugal/Europe. The marketing strategy involves strengthening TAP's niche in the South Atlantic market through promotions, pricing, and partnerships. The plan details various promotional campaigns and activities scheduled throughout 2010/11 across traditional and social media to engage different target audiences.
The document discusses contingency planning and crisis management for the aviation industry. It outlines the importance of business continuity planning to address disruptions and minimize impacts. It describes the phases of continuity planning including preliminary planning, plan management, and crisis response. It also discusses the link between continuity planning and crisis management, and the importance of reputation management and communication with stakeholders during a crisis.
TAM Airlines is seeking to join the Star Alliance, the largest global airline alliance. As the market leader in Brazil, TAM would fill the last geographic gap in Star Alliance's network and provide access to Brazil's growing aviation market. Membership would benefit TAM through increased revenue from a larger network, enhanced brand recognition, and access to corporate accounts. It would benefit Star Alliance by further strengthening existing synergies among members and consolidating their market dominance worldwide. However, integrating a new member is a costly process that takes over 18 months and involves meeting operational, commercial, and IT requirements.
Ryanair has pursued a strategy of converting cost centers into revenue sources through various ancillary fees to support its low-cost business model. It unbundles products and services to their limits, offering only a basic low fare and charging optional add-ons at above-average prices. Ancillary revenue centers for Ryanair include car rentals, in-flight sales, internet-related commissions, and non-flight scheduled fees. While this strategy supported Ryanair's marketing of the lowest prices, the expansion of ancillary charges has been seen as a breach of trust by some customers and media. The business case for profitability through ancillary revenues is risky and may not be sustainable in a recession when discretionary spending decreases.
This document summarizes the global aviation outlook from 2009 to 2019 and identifies key threats facing Air India. It notes that while the industry has proven resilient in the past, Air India faces significant challenges including a lack of accountability as a state-owned carrier, high costs, declining revenues, and strong competition from low-cost and global carriers. Without immediate action to introduce accountability, modernize operations, and implement a coherent long-term strategy, Air India risks further losses and may not remain viable beyond 2019.
The document discusses Ryanair's approach to customer service and proposes changes to create a more customer-focused culture. It analyzes the importance of customer service, how to create an excellent customer service culture through policies, training, and empowering employees, and how to implement cultural changes. Potential benefits of upgrading customer service include a more stable customer base and positive reputation, but costs may be high and the changes could dilute Ryanair's low-cost brand.
My 2nd yr's project on the possibility of constructing London's new airport in the Thames Estuary. Outlines the historical aspects of building a floating airport as well as touches upon feasibility of such undertaking in the London area.
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Airport Business Mgmt - Polish Airport Market Analysis
1. CA2003C – Airport Business Management
Semester Paper
Magdalena Anna Fas
No. 07021435
2. CA200 C – Airport Business Management Semester Paper
Table of contents:
1. Introduction ……………………………………………………………………………………….3
2. Market environment …………………………………………………………………………….4
a. Country data ………………………………………………………………………….4
b. Polish air transport market in the world …………………………………………….4
c. Polish air transport market – characteristics ………………………………………6
d. Present and future infrastructure …………………………………………………….7
3. Ownership issues ……………………………………………………………………………….12
4. Key management issues ……………………………………………………………………...14
5. Performance benchmarks ……………………………………………………………………15
5. Business partners ………………………………………………………………………………...17
6. Summary ………………………………………………………………………………………….18
7. Annex ……………………………………………………………………………………………..19
8. Bibliography ……………………………………………………………………………………..20
Magdalena Anna Fas No. 07021435 Page 2
3. CA200 C – Airport Business Management Semester Paper
1. Introduction
Past twenty years have brought a great deal of changes in Eastern Europe. The region
has been subject to a continuous stream of alterations in all areas of public and private
life. Being the biggest and most-densely populated country east of Germany, Poland’s
case was the most evident example of how difficult that change may be. Although still
fighting ghosts of the past, two decades later the country prides itself with a stable
economy growing at a considerable rate. EU access in 2004 and the recent admission
to the Schengen area accelerated adaptation to the European norms facilitating
business development and increasing citizens’ mobility.
Air transportation has not remained unaffected in the course of transformation. Also,
the post-EU-access LCC-invasion on Eastern Europe put additional pressure on nation’s
airport infrastructure. A four-fold increase in passenger numbers over past eight years,
estimated steady growth through 2030, still relatively low mobility of Poles and
underdeveloped facilities are the major factors making Poland a good investment
opportunity.
Magdalena Anna Fas No. 07021435 Page 3
4. CA200 C – Airport Business Management Semester Paper
2. Market environment:
In the following chapter the key features of the polish air transportation market will be
highlighted to give the reader a broad background and enable a quick recognition of
airport investment potential.
a. Country data (also see Annex):
Poland belongs to the largest countries of the European Union (EU) with a total area of
312.7 thousand sq. km. Its favorable location in the heart of the continent gives it a
huge transit potential which has so far materialized mainly in road and rail transport. As
per air transport, this opportunity is yet to be taken advantage of – relative weakness
and internal problems of the country’s national carrier (LOT Polish Airlines S.A.) as well as
a strong competition in the region (Lufthansa, CSA, Malev, Austrian Airlines, etc.) and
infrastructure underdevelopment has prevented Poland from becoming a major player
in the west-east transfer market.
Population density of 122, below the European average, may be misleading as the
urbanization rate is relatively high with estimated 75% of the 38 plus million Poles being
concentrated around several major metropolitan centers or living in urbanized areas.
In the course of transformation the structure of polish economy underwent dramatic
change with employment structure shifting away from heavy industries and agriculture
towards services. Currently, around 60% of active workforce belongs to the services
sector the reminder being divided almost evenly between heavy industries and
agriculture. A year on year increase of Poland’s GDP oscillates around the 5% mark
positioning the country well for the future.
b. Polish air transport market in the world
In 2006 Polish airports saw more than 15.3 million travelers which constituted more than
a 30% increase on the 2005 figures. In Europe, average airport traffic increased by 7% in
the same period. Warsaw airport, historically the busiest polish airport, experienced the
steepest increase handling over a million passengers more than year before. Krakow,
Gdansk, Wroclaw and Katowice followed.
Traffic forecasts are not unanimous about the bright future of polish market, although
the polish Civil Aviation Office (ULC) gives more conservative growth estimates than for
example the Regional Airports Association. Even so the ULC forecasts are positive and
useful for formulation of the low growth scenario for passenger traffic growth at polish
airports.
Magdalena Anna Fas No. 07021435 Page 4
5. CA200 C – Airport Business Management Semester Paper
Pax traffic development 2005 -2030 63.8
Polish airports 51.4
source: ULC
41.5
30.4
22.3
18.4 20.3
15.3 16.4
11.5
2005 2006 2007 2008f 2009f 2010f 2015f 2020f 2025f 2030f
The International Air Transport Association estimates passenger traffic in Poland to grow
ransport
by more than 11% yearly through 2009 – the highest growth rate projected for airport
traffic for anywhere in the world (among countries with a minimum of 2 million yearly
travelers). ULC expects the traffic to grow at an at least 10% rate through 2010 with a
pects
stable 6-7% year on year growth until 2020. Such robust forecasts mean that polish
7%
airports immediately require major investment in infrastructure as otherwise they will not
be able to cope with the increased demand.
Countries with over 2 million annual pax
ranked by avarage annual growth rate
in 2005 - 2009
source: IATA
Poland
China
Czech Republic
Qatar
Turkey
Romania
Malaysia
India
UAE
Pakistan
Republic of Korea
0 2 4 6 8 10 12 Jordan
% Growth
Australia
Magdalena Anna Fas No. 07021435 Page 5
6. CA200 C – Airport Business Management Semester Paper
c. Polish air transport market – characteristics:
The structure of air travel in Poland has changed visibly over last five years. Historically,
the market share of regional airports was marginal due to a high centralization of
overall traffic whereby the Warsaw airport held the primary role. Notably, the
monopolistic position of PLL LOT S.A. made a great contribution to the prolonged
discrimination of regional airports. The latter are however expanding at a fast pace,
ation
with checked-in passenger figures growing by two thirds on previous year’s figures both
in two-thirds
in 2006 as in 2007. Increase in passenger traffic in Warsaw did not exceed 15% per year
in the same period. In 2007, for the first time did the regional airports handle more traffic
airports
than Warsaw which share in the overall traffic is expected to further decrease reaching
some 40% by 2020.
Polish Airport Market
Passenger traffic at Warsaw
Warsaw-Okecie - 2004
and regional airports 2002 - 2020 source: ULC WAW
source: ULC KRK
4% 5% 2%
4% KTW
24 7%
WRO
9%
69% POZ
GDN
16 Other
9.9
9.3
8.1
7.3
Polish Airport Market -
7.1 2007
6.1 4.4
4.9 5.2 WAW
source: ULC
2.7
1.9 KRK
1.6
9% 5%
5% KTW
7% 48% WRO
2002 2003 2004 2005 2006 2007 2020f
16% POZ
10%
GDN
Warsaw-Okecie Regional airports Other
The robust post-2004 growth is for its most part attributable to the low cost carriers’ entry
2004 low-cost
which greatly stimulated demand offering a convenient product at affordable prices.
mand
As shown at the chart below, the LCC participation in the polish market experienced a
four-fold growth in the three years after the 2004 liberalization of the skies with major
fold
low-price airlines being Ryanair, WizzAir and easyJet. Unlike PLL LOT which has been
g
reorganizing its network around its Warsaw hub, LCCs opt for pointpoint-to-point proposition
point
that boost traffic figures in centers away from the capital and are as such welcomed in
Magdalena Anna Fas No. 07021435 Page 6
7. CA200 C – Airport Business Management Semester Paper
the regions. This trend shall continue into the future in spite of the current economic
difficulties.
Changes in market structure
2004 - 2006
source: ULC
100%
80%
Other
60%
LCC
40%
PLL LOT
20%
0%
2004 2005 2006
d. Present and future infrastructure
Currently, there are ten airports serving scheduled international traffic, of which the last
traffic,
four are small regional airports that experienced a particularly high growth in last 4
years:
- Warszawa Okecie (WAW) - Krakow Balice (KRK)
- Katowice Pyrzowice (KTW) - Wroclaw Strachowice (WRO)
- Gdansk Rebiechowo (GDN) - Poznan Lawica (POZ)
- Szczecin Goleniow - Rzeszow Jasionka
- Lodz Lublinek - Bydgoszcz Szwaderowo
Major airports - development 2004 - 2007
Source: ULC
GDN
POZ
WRO
KTW
KRK
WAW
0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000
Pax
2007 2006 2005 2004
Magdalena Anna Fas No. 07021435 Page 7
8. CA200 C – Airport Business Management Semester Paper
Of the established airports (WAW, KRK, KTW, GDN, WRO, POZ), none is free of concerns
related to the dynamic development of demand and all of them have a significant
need for modernization of existing and/or conception of future facilities.
WARSZAWA-OKECIE:
Historically Poland’s principal airport serving the country’s capital benefits from its
localization (10km from the city centre) and PLL LOT’s strong holding. Traffic growth at
WAW was significant although way below the country’s average, giving a more reliable
indication for estimated future growth. Steady increase in both passenger and cargo
traffic transported by over 30 airlines into five continents are the main features of the
airport. Currently, major improvement works are in place leading effectively to
improved communication with downtown Warsaw. Notoriously underdeveloped, it has
recently opened its third terminal (T2) which complements the T1 and the low-cost
Etiuda Terminal. The latter started its operation in 2001 and, being conceived as a
temporary solution, is to be shut down in near future.
WAW WAW
Passenger traffic 1996 - 2006 Aircraft Movements 1996 -2006
source: P.P. Porty Lotnicze
source: P.P. Porty Lotnicze
140000
10000000
120000
8000000 100000
6000000 80000
60000
4000000
40000
2000000 20000
0 0
The airport’s future remains a question mark as there are several issues partly related to
planning and partly to ownership structure:
• present runway pattern limits the possibility of expansion – initial concepts to
reshape it into single parallel set of runways that would allow for simultaneous
separate use increasing the airport’s runway capacity;
• shut-down of Etiuda terminal and a compulsory transfer of low-cost carriers to the
T2 increased operational costs – a new low-cost airport serving Warsaw is being
conceptualized north-north-west of the city in Modlin (ex-military airfield);
• Central Airport for Poland – revolving concept, rather politically than strategically
inclined, of building a large hub airport between Warsaw and Lodz; currently
under review.
Magdalena Anna Fas No. 07021435 Page 8
9. CA200 C – Airport Business Management Semester Paper
A state-owned company P.P. Porty Lotnicze has full
ownership rights to the airport also being its operator
and main services supplier. The company’s nature
limits the possibility of market-driven decision-making
as it is highly dependent on the current line in politics.
However, in recent years the airport has seen major
improvements.
KRAKOW – BALICE:
In 2007, Krakow Balice Airport passed the 3 million passenger mark and continues its
development as the largest regional airport in Poland. Given Krakow’s positioning itself
as a modern creative city with strong traditions and cultural appeal, the airport’s traffic
comprises a healthy mix of business and leisure traffic in domestic, short- and long-haul
markets which reduces its seasonality.
KRK KRK
Aircraft movements Passenger traffic
2000 - 2007 2000 - 2007
source: Krakow Balice Airport source: Krakow Balice Airport
50000 3500000
40000 3000000
2500000
30000 2000000
20000 1500000
1000000
10000 500000
0 0
Krakow Balice Airport is split between military and civilian operations, the latter of which
are managed by a limited company founded in 1996 - Krakow-Balice International
Airport Sp. z o.o. The company’s ownership structure is pictured on a graph below.
Magdalena Anna Fas No. 07021435 Page 9
10. CA200 C – Airport Business Management Semester Paper
Airport operates with one runway sufficiently long to
KRK
accommodate most of available pas passenger fleet. Ownership structure
Terminal capacity comprises of two facilities – T1 source: Krakow Balice
handling international and T2 – domestic traffic. Airport
Investments planned for the nearest future regard mainly 1.04%
22.73 0.04%
modernization and expansion of taxiways and fast fast-exit %
ways on the airside as well a further enhancements on
as
the airside. Due to airport’s popularity as a business
partner among low-cost carriers and increasing traffic
cost 76.19
%
figures the need for a third low low-cost terminal and P.P. Porty Lotnicze
another runway may soon surface.
Malopolska Voivodship
City of Krakow
Authority
KATOWICE - PYRZOWICE
As other regional airports in Poland, Katowice International Airport underwent an
accelerated development just after the EU access. Since 1991 the airport has been fully
owned by a market traded company – Gornicze Towarzystwo Lotnicze that in spite of
its close links to both PLL LOT and P.P. Porty Lotnicze managed to steer the airport away
from politics. The airport benefits from a densely populated catchment area (some 11
million people live within 1.5 hour journey) and also is well positioned for cargo tr
transport
being in the heart of the most important polish industrial region.
KTW has seen major improvement and/or expansion works ever since the GTL S.A. took
over what was back then a mainly military facility. In around ten years two passenger
terminals (capacity of 3.7 million) have been built along with a separate cargo facility.
apacity
Infrastructure on the airside has been expanded and up graded over the years as have
up-graded
the road and rail links to downtown Katowice and other cities in the region.
KTW KTW
Passenger traffic Passenger traffic
1996-2006 1996-2006
source: Katowice Intl. Airport source: Katowice Intl. Airport
2500000 2500000
2000000 2000000
1500000 1500000
1000000 1000000
500000 500000
0 0
Magdalena Anna Fas No. 07021435 Page 10
11. CA200 C – Airport Business Management Semester Paper
Owing to the forecasted growth there is a well defined need for further growth. The
well-defined
future plans embrace construction of a third terminal and a second runway to mention
the most significant issues. GTL S.A. is the airport’s operator also providing a host o
of
auxiliary services in passenger and cargo handling, flight catering, insurance and
advertising through its subsidiaries.
WROCLAW – STRACHOWICE
Wroclaw International Airport serves south west Poland taking advantage of Wroclaw’s
south-west
strong economic positioning and cultural appeal. The traffic boomed in 2004 and
figures were on the way up ever since forcing up grading works. The existing terminal
up-grading
has been modernized as have the runway and other airside infrastructure.
WRO WRO
Aircraft movements Passenger traffic
1996-2007 1996-2008
source: Wroclaw Intl Airport source: Wroclaw Intl. Airport
30000 1000000
25000 800000
20000
600000
15000
400000
10000
5000 200000
0 0
The airport is owned by Port Lotniczy Wroclaw
WRO
S.A., a publicly-owned company which apart of
owned Ownership structure
being the operator also provides a wide range of source: Wroclaw Intl. Airport
services on the site.
Owing to the growing traffic but also in a due
course of preparation for the EURO 2012 games 27% 25%
the airport will experience further expansion both
on the airside and landside.
48%
PP Porty
Lotnicze
Miasto-Gmina
Wroclaw
Wojewodztwo
Dolnoslaskie
Magdalena Anna Fas No. 07021435 Page 11
12. CA200 C – Airport Business Management Semester Paper
The four airports described above belong to the largest polish passenger airports by size
and as such are representative for Poland’s civil airports – up to a varying degree the
same problems appear throughout the country: underdevelopment, obsolesce,
problems with funding, etc. Additionally, aviation is still a battle ground for contradictory
lines in politics and between the regions. This however, has been changing gradually as
the EURO 2012 is approaching and more rational solutions take the lead.
3. Ownership issues
Historically polish airports have been fully state-owned companies managed by a
centralized body – Zarzad Ruchu Lotniczego i Lotnisk Komunikacyjnych (ZRLLK, Air Traffic
and Civil Airports Office) that would also provide air traffic services in polish airspace.
P.P. Porty Lotnicze (Airports State Company) was founded in 1987 by a governmental
decree (Dz. U. Nr 33 poz. 185) as inheritor of ZRLLK’s functions.
The act conferred the following tasks to P.P. Porty Lotnicze:
• construction, modernization and management of civil airports (air- and
landside);
• provision of services for air passengers;
• provision of services for air carriers (passenger and cargo);
• provision of MRO for air carriers.
P.P. Porty Lotnicze is main player in the polish market. Based on the before mentioned
act, it directly manages three polish airports (WAW, RZE, ZGR) and holds significant
shareholdings in the reminder (Bydgoszcz, Gdansk, Katowice, Krakow, Poznan, Szczeci,
Szymany k/Szczytna and Wroclaw).
The latter group has been transformed into privately owned companies in the 1990’s
with similar ownership structures being a combination of P.P. Porty Lotnicze and local
and regional authorities.
Based upon the Air Law Act signed on July 3, 2002 (Dz. U. z 2006 r. Nr 100, poz. 696; with
amendments) foreign ownership of polish airports is possible, it should however not
exceed 49% of total shares to be regarded lawful. Additional restrictions are put on the
issue of voting rights.
The Air Law Act together with its amendments (post-2006 in particular) introduced a
series of changes with regard to joint military and civilian use of airports. Recently,
another piece of legislation has been approved allowing the Polish Military Property
Agency to transfer its ownership rights over unused (ex-) military airports to respective
civilian authorities. This measure should ultimately lead to a great part of existing
Magdalena Anna Fas No. 07021435 Page 12
13. CA200 C – Airport Business Management Semester Paper
facilities being converted for civilian use and a sharp increase in investment
opportunities for both domestic and foreign investors.
As shown on the map below, there is a broad range of locations throughout the
country that has been pin-pointed for future civilian use development. These are mostly
sports or (ex-) military facilities but also existing civil airports looking to modernize
themselves as respective local authorities realized a regional airport’s value in the
region’s development.
Expansion of airport infrastructure in Poland became widely regarded as vital for the
country’s development. Therefore it is treated as a priority in Poland’s negotiations for
EU grants (i.e. the European Development Fund). Being a part of a larger European
network (TEN-T), these projects receive significant money injections from the Community
– possibly a sign of bright future in the eyes of investors.
Magdalena Anna Fas No. 07021435 Page 13
14. CA200 C – Airport Business Management Semester Paper
4. Key management issues
Polish airport market as any of the fast-growing underdeveloped markets has a
tendency to be extremely ambivalent in the sense that the split between its positive
and negative attributes becomes blurred at times. What today seems a drawback
tomorrow may turn into an opportunity and vice versa. Therefore careful management
is a must. In general terms, innovative but consistent and fact-based strategic planning
seems to be the most important issue management will face regardless of the particular
airport’s stage of development. Honest projection of traffic figures and market analysis
compared against existing facilities will be a good start for strategy building. From there
it will be possible to evaluate the need for:
• physical expansion (meaning air- and land-side facilities, road and rail
infrastructure improvements, staffing levels, etc.);
• non-physical development (meaning expansion and improvements of services
provided on site, increase in productivity, rationalization of processes, increase in
concessionary revenue, airport’s marketing and increase of its share in public
consciousness, improvements in stakeholders relationships, etc.);
• funding (effective fund-raising will become increasingly important as more and
more applications for state- and/or EU-funding are being registered).
The country’s airports are still in a phase of catching-up with its European counterparts
so tight operational and financial control will be crucial while executing the strategy.
Several short- to medium-term challenges should be underlined:
• EURO 2012 – severe workload and financial strain on the airport and its budget
but it is crucial to complete all works as planned for a smooth operation during
the games. Extra funding has been secured and should lead to significant
improvements of airport infrastructure across the country in a relatively short
period of time. Downside being that rush should not be a pretext for provisional
solutions;
• increasing competition levels in all dimensions (domestic, international, global)
with strong, established airports in neighboring countries as well as possible
difficulties with maintaining the interest of low-cost carriers;
• implementation of more aggressive airport marketing so as to boost route
development (and the airport’s general performance);
• expansion of the European high-speed rail network – lobbying in favor of better
rail and road infrastructure as a countermeasure;
• entry of foreign airport operators seems inevitable and will put high pressure on
P.P. Porty Lotnicze to make their own operations more efficient.
• lack of market diversification – as for now mostly the low-cost segment has been
evolving; there is a vital need of attracting full-service players to the market as
Magdalena Anna Fas No. 07021435 Page 14
15. CA200 C – Airport Business Management Semester Paper
they are more likely to require sophisticated infrastructure and services, thus
generating higher revenue levels
• ‘green’ airport business – as the society becomes more environment-conscious,
pressure on airports will grow to introduce eco-friendly solutions.
5. Performance benchmarks
As the market liberalization continues polish airports will operate on a more and more
free-market basis. Also, because of its being immature relative to the Western Europe,
there is a constant need of up-grading and catching-up with the continent’s standards.
Therefore, polish airports like any others cannot be effectively managed without
stringent means of operational and financial control that would not only give a clear
picture of the performance of the airport in question but also position that airport in
some kind of context on the international arena.
Income ratios
Traffic charges: Total turnover measures the degree of reliance upon traffic income
monitors total commercial income-related efficiency
Commercial income per pax (inclusive of concessions & car parking)
measures ability to generate concessionary income (incl.
Concession income per pax of all concessionary services)
Duty- & tax-free income per intl. monitors the income from sales of tax- & duty-free goods
departing pax per intl. departing passenger)
Income from concessions other than duty-&tax-free
Other concessions income per pax sales, excl. of car-parking
measures income from public car-parking per passenger,
Car-parking income per pax highly dependent on location
measures income performance from noncommercial or
Other income per pax concessionary areas (i.e. real estate)
Staffing and cost ratios
Staff costs per staff member measures avarage wage level at the airport
Passengers per staff member measures staff productivity
measures overall employee cost per output unit, not
Staff costs per passenger including freight
Other direct costs per pax measures other cash costs per unit of output
includes real estate taxes, utilities, cleaning, car-parking
Property costs per pax management, etc.
Maintenance and equipment costs per measure of equipment operational and maintenance
pax costs
airport administration related costs, dependent on
General costs per pax policing costs
Financial ratios
Earnings: Share a measure of profit after tax
Dividend: Share amount of earnings paid out as a dividend
Dividend cover proportion of earnings paid out in dividend
Magdalena Anna Fas No. 07021435 Page 15
16. CA200 C – Airport Business Management Semester Paper
measures the degree to which current debt can be
Interest cover covered by current trading
Debt: Equity a measure of financial risk
source: BAA
The set of benchmarks presented in the table above is a comprehensive representation
of the wide array of airport operations and their financial aspects. Doganis and
Graham proposed a simplified composition of benchmarks:
Classification of cross-sectional performance measuring
Costs
Total costs per WLU
Personnel cost per WLU
Capital cost per WLU
Revenue
Gross revenue per WLU
Gross revenue/expenditure
ratio
Labour productivity
Gross revenue per employee
WLU per employee
Value added per unit
personnel cost
Capital productivity
Assets per WLU
Profit/net assets ratio
Value added per unit capital
cost
Financial profitability
Profit/revenue ratio
Value added per unit staff and
capital costs
source: Doganis & Graham, 1987
For benchmarks to be effective it is necessary to be able to compare them against the
industry data. Thus, it is fairly impractical to generate a unique set of indicators. Indeed,
they should draw conclusions from the little commercially sensitive data that is available
and be somewhat constant across the industry.
Doganis and Graham’s proposal is based on WLU, or work-load units, equal to one
passenger or 100kg of freight. Accordingly, performance profiles can be created for a
particular airport whereby each individual indicator is measured against the industry
average, which is normalized to the value of 100 (index value).
Magdalena Anna Fas No. 07021435 Page 16
17. CA200 C – Airport Business Management Semester Paper
Regardless of the method, one should bear in mind that the scope of activities and
duties vary greatly (i.e. accounting methods, average salary, ownership form, etc.)
affecting factual or depicted results and making a fully true comparisons almost
impossible.
What will the benefits of benchmarking be? Firstly, putting an airport within an
international context will increase the management’s motivation to develop a
consistent and realistic development strategy and allow for evaluation of its execution
as the time passes by. Secondly, the chosen set of benchmarks gives a detailed picture
of the financial and operational side of the business, potentially attracting customers.
The management should not constrain themselves to comparing only data but also the
more tangible aspects, i.e. introduce customer satisfaction surveys, develop positive
community relationships, evaluate possibilities of ‘green’ business-making, etc.
Altogether, different forms of comparison will enable more efficient operations from
which all interested parties shall benefit.
5. Business partners
Hochtief AirPort GmbH
Founded in 1997, developed from a construction company Hochtief GmbH, based in
Germany Hochtief AirPort GmbH has a proven record of within holistic airport
management having built up an attractive and balanced portfolio of shareholdings in
the airports of Athens, Dusseldorf, Hamburg, Sydney and Tirana.
The company is interested in partial shareholdings securing long-term operator license
providing a wide range of services from one source:
- strategic airport management
- tailor-made project development
- investment services and partnership
- aviation and non-aviation competencies
- active location marketing
Hochtief AirPort GmbH has been chosen due to the substantial success it achieved
especially while turning-around the airport of Budapest.
Transport & Logistics Consultancy Ltd.
UK-based subsidiary of Hochtief AirPort GmbH, the company specializes in cargo and
logistics consultancy providing expertise in the following areas:
- operations planning
- performance improvement
- facility layout
Magdalena Anna Fas No. 07021435 Page 17
18. CA200 C – Airport Business Management Semester Paper
- operations design
The choice is motivated by the need of exploring the cargo market and enhancing
cargo facilities and operations at polish airports.
AMS Studio
Small Poznan-based design studio which made the news with its passenger terminal
project for Lawica Airport in Poznan. The award-winning project of a terminal with
maximum capacity of 2 million passengers per annum has an innovative form making it
pleasant for travelers. Also, it has been designed to meet the latest international
standards.
The studio was chosen for its creativity and deep knowledge of both the industry’s
requirements and local conditions.
BUDIMEX S.A.
One of the largest polish construction companies with a long track in large projects
realization embracing numerous location within Poland, Germany, Eastern Europe,
Russia and recently also Middle East in three main fields – general construction,
transport infrastructure and environmental protection. Varied experience is what makes
Budimex S.A. a good partner; engagement in construction of passenger terminals in
Krakow and Poznan, air traffic control centre at WAW, office buildings for both P.P.
Porty Lotnicze and PLL LOT as well as involvement in transport infrastructure (i.e.
motorways, bridges, tube stations) and environmental protection construction (i.e.
sewage treatment plants) give it technical expertise for advanced eco-friendly project
designs and construction.
6. Summary
For the Polish regions, the development of airports is an opportunity for better regional
accessibility, a higher ranking as travel and investment destinations, higher
expenditure both on the airports and in their vicinities, new jobs in air transportation as
well as in tourism. They have become an underlying factor for development and are a
basic prerequisite to be considered a viable localization for new businesses.
As shown in the paper, there are numerous investment opportunities be it an existing
airport or a planned one. It is the pro-active and well prepared companies that will
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19. CA200 C – Airport Business Management Semester Paper
Annex:
source: GUS
YoY change at major polish airports
source: ULC
100%
80%
60%
40%
20%
0%
WAW KRK KTW WRO POZ GDN
2005/04 2006/05 2007/06
Magdalena Anna Fas No. 07021435 Page 19
20. CA200 C – Airport Business Management Semester Paper
PL Domestic Pax Traffic 2003 - 2007
source: ULC
120,000
100,000
80,000
60,000
40,000
2003 2004 2005 2006 2007
20,000
0
May
Mar
Nov
Jan
Feb
Jun
Dec
Jul
Oct
Apr
Aug
Sep
PL Domestic Pax Traffic 2003 - 2007
YoY change
30.00 source: ULC
20.00
10.00
0.00
-10.00
2003/2004 2004/2005 2004/2005 2005/2006
-20.00
May
Mar
Nov
Jan
Feb
Jun
Dec
Jul
Sep
Oct
Apr
Aug
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21. CA200 C – Airport Business Management Semester Paper
Magdalena Anna Fas No. 07021435 Page 21
22. CA200 C – Airport Business Management Semester Paper
Sources:
1. Urzad Lotnictwa Cywilnego (Civil Aviation Office) – www.ulc.gov.pl
2. Ministerstwo Infrastruktury (Ministry of Infrastructure) – www.mi.gov.pl
3. Ministerstwo Finansow (Ministry of Finance) – www.mf.gov.pl
4. Polski Urzad Statystyczny (Polish Statistical Office) – www.stat.gov.pl
5. P.P. Porty Lotnicze – www.poty-lotnicze.com.pl
6. Eurostat - epp.eurostat.ec.europa.eu
7. Airports websites:
a. WAW – www.lotnisko-chopina.pl
b. KRK – www.krakowairport.pl
c. KTW – www.katowice-airport.pl
d. GDN – www.airport.gdansk.pl
e. WRO – www.airport.wroclaw.pl
f. POZ – www.airport-poznan.co.pl
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