AENA

Sergio ValenciaRaúl Valle

Hochschule Bremen

AENA

Aeropuertos Españoles y Navegación Aérea is a Public Company ascribed to the Ministry of Development.

VISION “Contribute towards the development of air transport in Spain and to guarantee safe, fluid, effective and economic air traffic, offering a service quality in line with the customer and user demand…”

MISSION “To manage civil airports of general interest and the facilities and networks of air navigation assistance.”

Aena is the largest airport and air navigation system in Europe.

Aena is among the fifty most important Spanish companies.

Aena manages 62 airports in Spain and Latin America and co-manages with TBI 11 airports in the United Kingdom, Sweden, the United States, Bolivia and Costa Rica.

AENA in numbers

Aena caters directly for over 188 million passengers, and, together with TBI, another 19.2 million.

More than 654 million tons of cargo have passed through its installations.

Its 7 control centers attended to over 2.6 million air movements.

Aena has operating income amounting to 2,100 million euro.

Aena’s annual investment is greater than 2,100 million euro.

AENA in numbers

Airports AENA manages 62 airports in Spain and Latin

America Aena participates with TBI in the management

of 11 airports in te United Kingdom, Sweden, the United States,Bolivia and Costa Rica.

Heiliport One in Ceuta

Control centres 7 in Spain

Air facilities operated by AENA

Geographic Presence Worldwide

Geographic Presence in Spain

Airports

Commercial Services

Share Out

Car Parks - 19.92%

Retailing - 14.11%

Vehicle Hire - 15.29%

TLI - 19.89%

Catering - 10.65%

Rentals - 7.7%

Advertising - 5.15%

Commercial Ops. - 4.75%

Cons./ Supply - 2.48%

Towards the Future

Aena Telephone Attention and Information Service. New Information Systems. Integrating relevant data

of airports, and internally and externally accessible. H-24 Network management Centre. Which include an

operations room, a crisis room and computer and audiovisual tools (Incidence Management System).

Wireless access service in the airports of Madrid and Barcelona.

Plan Barajas and Plan Barcelona.

Towards the Future

Car parking. Implement the system of management contracts as an operation model.

Retailing. Implement a management model for a framework of establishments.

Marketing. Evaluation of potential markets for new routes. Know the characteristics of the passenger demand.

Use Aena commercial image as an essential tool. Model for the management of airport commercial

floor space. Study upcoming needs of “low cost” air transport

passengers.

Quality

Environmental Management System based on ISO 14001:2004. 27 airports certified

Training in EFQM Self-Evaluation, Quality Audits, Seis Sigma, Taxation and Management of R&D&I projects, etc.

Environment

Evaluation of the environmental impact of its airport infrastructure and air navigation projects.

Noise insulation plan (Madrid-Barajas). Studies for the modeling of atmospheric

emissions (Málaga, León, Alicante and Menorca). Encourage the use of alternative energies and the

rational consumption of energy in its infrastructures.

PrivatizationPrivatization

AENA as state owned company

Financial position Privatization

attemps Privatization

options Strategy

AENA shares composition

AENA is owned in 100% by the Spanish state Created by law 4/1990 article 80th of the 1990

national budget law. AENA is controlled by „Ministerio de Fomento“

(government dependency) Profit and commercial oriented

The company has some co-investments in other airport controlling groups as a strategy of internationalization and diversification.

AENA plays in a monopolistic market.

Financial Position

The company is increasing their income but reduced their profit from 85,878,000 Euro in 2003 to 27,718,000 Euro in 2004 due to the important raise of their financial expenses and losses.

From the period 2003 to 2004, the company almost double their long term debt, up to the level of 4,894,215 but still show a stable financial position.

Their mayor credit sources of the company are Bank loans and own cash flows.

The company manage their portfolio net cash flow like „one unique cashier“

Privatization attempts

The Airlines are looking to achieve some influence in the growing strategies of AENA.

AENA has been showing a good performance but also had been handling problems about delays and congestion in some airports.

The Airlines says that AENA should achieve the same level of innovation and competitiveness as their are.

Critics due to the high cost of AENA services.

Privatization Options

Public offer Iberia and other Spanish companies strategy

Allow private capital investments Keeping the control

Sell airports individually Delaying the rhythm of investments and

loosing the strategic position Sell the whole group

Labour Unions

Strategies

• AENA is not going in the short term in a privatization procces, due to the long term investments and the hight level of depts.

• AENA is looking for parthners in the commercial areas and outsourcing some activities like Plataforms Handeling.

• AENA increace their comercial incomes in more than 12% and is focus in this area, trying to stablish brandname store-chains.

• New marketing for low cost airlines passengers.

Sources

http://www.aena.es http://www.tbiplc.co.uk/ http://www.ub.es/graap/np_bel0202.PDF http://www.libertaddigital.com/php3/opi_desa.php3?

cpn=2594 http://www.mallorcadiario.com/index.php?

option=content&task=view&id=8886&Itemid=51 GERMA BEL, (El País, miércoles 20 de febrero de 2002)

AEROPUERTOS: EL DIAGNÓSTICO

www.aena.es