CAH Strategic Master Plan 2008 - 2012

Transcription

STRATEGIC MASTER PLAN
2008 – 2012
MANAGEMENT SUMMARY............................................................................................................................3
INTRODUCTION ................................................................................................................................................7
General Information .....................................................................................................................................7
Situation Analysis........................................................................................................................................10
Definitions...................................................................................................................................................12
Document Layout........................................................................................................................................12
1. VISION AND AMBITION ............................................................................................................................14
1.2 VISION STATEMENT ....................................................................................................................................14
1.3 MISSION STATEMENT ..................................................................................................................................15
1.4 CORE PROCESSES........................................................................................................................................15
¾ Airport Operations .............................................................................................................................15
¾ Airport City Development...................................................................................................................16
¾ Asset Management..............................................................................................................................16
¾ Economic Development ......................................................................................................................17
2. OBJECTIVES & STRATEGIES ..................................................................................................................18
2.1 MAIN OBJECTIVES ......................................................................................................................................18
¾ Objective 1: Partnership alignment..................................................................................................19
o
¾
Derived Strategies ........................................................................................................................................ 19
Objective 2: Airport City Development ...........................................................................................20
o
¾
Objective 3: “Airport Complex” infrastructure ................................................................................21
o
¾
Objective 4: High Quality of Services ...............................................................................................23
o
¾
Objective 5: Airlift Development ......................................................................................................24
o
2.2 CORE PROCESSES FOCUS & STRATEGIES ....................................................................................................25
¾ Airport Operations .............................................................................................................................26
o
o
¾
Focus ............................................................................................................................................................ 26
Airport City Development...................................................................................................................27
o
o
¾
Focus ............................................................................................................................................................ 27
Asset Management..............................................................................................................................28
o
o
¾
Focus ............................................................................................................................................................ 28
Economic Development ......................................................................................................................29
o
o
Focus ............................................................................................................................................................ 29
2.3 HIGH-LEVEL FINANCIAL IMPACT ................................................................................................................30
2
Management Summary
Curacao Airport Holding N.V (CAH) was incorporated by StiP, the representative of
the Island territory of Curacao, on 28 December 2001. CAH is the sole shareholder
of Hato International Airport N.V and of Hato Assets Company N.V.. Through these
subsidiaries Curacao Airport Holding N.V. is the owner of the airport complex, which
includes the airport (area A), and its surrounding areas (area B&C, also known as
the Airport City).
Alterra Partner Ltd has created a partnership with Trim-Invest LTD, 100% owned by
a major Venezuelan contractor, and Janssen de Jong Caribbean Airport
Constructors N.V., a local construction company.
Together they form Curacao Airport Investments N.V (CAI).
The relationship between CAH and CAI is governed by the DOMA
(Development, Operation and Maintenance Agreement) for:
1) the management of the airport and area A between HIA (formally under
Curinta N.V.) and Curacao Airport Partners (CAP) and;
2) the management by the Lease Agreement for the development of the land
surrounding the airport (area B & C) between Hasco (formally known as Hadco)
and Curacao Airport Real Estate (CARE)
3
The Vision of CAH can be described as follows;
By 2016, Curacao International Airport is the most efficient,
provides the highest quality of service worldwide and is first in the
number of passengers and cargo volume (in the Caribbean) and be
recognized globally as one of the top international airport Hubs for
trusted, value-generating airport services
To realize this vision, CAH in cooperation with StiP and the government has chosen
to:
1) Outsource the operations of the airport (area A) by means of a concession
agreement between HIA/Curinta and Curaçao Airport Partners (CAP);
2)
Develop the Airport City (area B&C) by means of a lease agreement between
Hasco N.V. and Curaçao Airport Real Estate (CARE).
The mission of CAH therefore can be best described as follows;
To manage HIA and Hasco in order to develop and maintain the
Curacao Airport Complex into the number one Logistic Aviation
Center in the Caribbean
CAH is responsible for the management of HIA and Hasco and through these
organizations be able to execute its supervisory role towards strategic partners
according to the content of concession agreements.
Originally, CAH distinguishes the following 5 tasks:
¾
¾
¾
¾
¾
Supervision of Concessionaire(s) together with the DvL (Civil Aviation
Authority)
Rendering Advice to Concessionaires(s)
Facilitating matters to Concessionaire(s)
Acting as an intermediary at financing and participation in other
companies.
Mediation between stakeholders, government and customers.
Supervision
Advice
Construction
(till 2006 + phase II)
Maintenance
X
(X)
X
(X)
Operation
X
Development
X
Area
Facilitate
Finance
Mediation
(X)
X
(X)
(X)
(X)
X
(X)
(X)
X = primary, (X) = secondary
4
Curacao Airport Holding has shown an increasingly healthy financial position by the
execution of the current policy and strategies.
Changes in the stakeholder’s policies and interests and at the airport in general
related to:
1)
the Passenger Terminal,
2)
Alterra’s desire to sell their shares,
3)
Logistical Hub Developments,
4)
Airport Operations,
5)
Airport City Development and
6)
Investment Opportunities,
forces CAH to play a more active role to improve the performance and
stimulate development of the airport complex, to ensure and increase the return
on investment to it’s shareholders.
Because of these changes, Curacao Airport Holding distinguishes the following four
(4) Core Processes;
¾
Airport Operations
Outsourcing, supervision, stimulation and facilitation of the daily
operations by a 30 year concession agreement with a worldwide
acknowledged and experienced Airport Operator by means of a DOMA,
based on:
• International standards (IATA level C, ICAO), passenger and cargo
quantity growth.
¾
Airport City Development
Outsourcing, supervision, stimulation and facilitation of the development
of the Hasco territory by stimulating, facilitating and partnering in the
development opportunities with worldwide acknowledged and
experienced Developers to increase airport growth and local economic
activity.
¾
Asset Management
To establish a strong and recognized organization that:
• Supervises the strategic partners, advises, facilitates and mediates
between stakeholders.
• Insures return on investments for the shareholders and optimizes
the value and transferability of the assets at the end of the concession
period, where necessary by (co) financing or participating in
development projects or companies.
5
¾
Economic Development
•
•
Influence and (co) determine all relevant roles, responsibilities and
authorities for the stimulation of aviation related business
development.
Initiation of the restructuring of the aviation industry and attracting
of new international ‘transfer and transshipment’ business in
order to stimulate economic growth.
As part of the Logistical Hub workgroup a number of airlift objectives and strategies
have been determined and approved by the government of Curacao. As part of the
Logistic Hub Vision, Curacao Airport Holding committed itself to align its strategies
as much as possible with the objectives as agreed upon with all stakeholders of the
Aviation Industry.
¾
¾
¾
¾
¾
Objective 1: Alignment and commitment of strategic partners to the long term
vision of the Logistical Hub with clear roles and responsibilities for
implementation
Objective 2: Development of Airport City to stimulate and facilitate the growth
of the airport, the hub and the island economy.
Objective 3: Develop and upgrade the “airport complex” infrastructure based
on mutually agreed to strategies that support the airlift services necessary for
the competitive logistical hub.
Objective 4: Insure high quality of services for airlift, cargo and services within
the airport complex
Objective 5: Create airlift development strategy that is supported by all
strategic partners.
Furthermore, Curacao Airport Holding has determined its internal ambitions and
strategies to establish a strong and recognized organization that is empowered to
fulfill its role as supervisor to the concession agreement(s) and will ensure a
sustainable return on investment for the shareholder by optimizing the value
and transferability of the assets at the end of the concession period.
Since Curacao Airport Holding is a young and learning organization in the mature
and tough aviation industry, it requires a broadly skilled and motivated workforce, to
react flexibly and effectively on constant changes and be able to protect the long
term interest of the airport and the Island of Curacao.
It has become perfectly clear that CAH has to play a different role as originally
intended and has to position itself more as the sole Authority to enforce guidelines
and directions to the strategic development of the airport complex.
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Introduction
In this Strategic Master Plan, Curacao Airport Holding has formulated its vision,
mission and objectives for the long term development of the airport complex,
including the strategic positioning and activities needed to fulfill this ambition.
General Information
Curaçao Airport Holding N.V (CAH) was incorporated on 28 December 2001 and is
the sole shareholder of Curinta N.V., which was the former airport operator and in
turn owns the immovable property, the working stock and further assets at the
airport. Curinta is part of a strategic partnership which focuses on the development
of the Curaçao Airport. CAH holds all the shares of Hato International Airport N.V
(HIA, formally Curinta) and of Hato Assets Company N.V (Hasco formerly known as
HADCO). The majority of the shares of CAH are owned by the Island Territory
Curaçao, acting through its representative Stichting Privatisering (StiP). The
Nederlandse Participatie Maatschappij Nederlandse Antillen (NPMNA) has a
minority share in CAH.
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The efforts of StIP to search for a strategic partner for the airport has resulted on
August 1st 2003 in a 30 year concession agreement with a carefully selected Airport
operator and developer; Alterra Partners Ltd.
Alterra Partners Ltd is owned 50%-50% by Bechtel Enterprise Ltd, one of the world’s
major construction companies, and Changi Airport, one of the world’s top airports
from Singapore.
Alterra Partner Ltd has created a partnership with Trim-Invest LTD, 100% owned by
a major Venezuelan contractor, and Janssen de Jong Caribbean Airport
Constructors N.V., a local construction company.
Together they form Curacao Airport Investments N.V (CAI), which owns 100% of the
shares of Curaçao Airport Partners (CAP) and Curaçao Airport Real Estate (CARE)
The relationship between CAH and CAI is governed by the DOMA
(Development, Operation and Maintenance Agreement) for:
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1) the management of the airport and area A between HIA (formally under
Curinta N.V.) and Curacao Airport Partners (CAP) and;
2) the management by the Lease Agreement for the development of the land
surrounding the airport (area B & C) between Hasco (formally known as Hadco)
and Curacao Airport Real Estate (CARE)
Curacao Airport Holding (CAH) remains the owner of the airport and the surrounding
land. The total territory, including the airport (area A), its surrounding areas (area
B&C, also known as the Hasco territory and/ or the Airport City) will be referred to as
the ‘Airport complex”.
In the airport reside the terminal and some aspects of cargo handling as well as
military services of both the Netherlands and United States governments. On the
area around the airport, further referred to as the Airport City, businesses have to be
developed that will service, use and support the airport.
The management of the airport and area A used to fall under the reasonability of
Hato International Airport (HIA) also known as Curinta N.V.
To realize her vision, HIA/Curinta NV, in cooperation with StiP and the government
has chosen to outsource the operations of the airport (area A) by means of a
concession agreement with Curaçao Airport Partners (CAP).
Area B&C exists of ca. 400 hectares, of which about one half is usable for
development of aviation related business or ‘spin-off business’. The other half will be
developed into green space for the island to complement tourism. The development
of area B&C used to fall under the responsibility of Hato Assets Company N.V.
(Hasco , before also known as HADCO).
In order to optimize the potential of the Airport City, Hasco, in cooperation with StiP
and the government, has chosen to outsource the development of the Airport City
(area B&C) by means of a lease agreement to Curaçao Airport Real Estate (CARE).
The management responsibility of HIA and Hasco are 100% kept by Curaçao
Airport Holding NV.
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Situation Analysis
In the first years of existence, Curacao Airport Holding N.V (CAH) has concentrated
on supervising the contracts between CAH and CAI.
In the original Business Plan, the main responsibility of CAH was the management
of HIA and Hasco and executing a supervisory role towards the strategic partners
according to the content of the concession agreements.
Originally, CAH distinguishes the following 5 tasks:
¾
¾
¾
¾
¾
Supervision on Concessionaire(s) together with the DvL (Civil Aviation
Authority)
Rendering Advice to Concessionaires(s)
Facilitating matters to Concessionaire(s)
Acting as an intermediary at financing or participation in other
companies.
Mediation between stakeholders, government and customers.
Area
Supervision
Advice
Facilitate
Finance
Mediation
Construction
(till 2006 + phase II)
Maintenance
X
(X)
X
(X)
Operation
X
(X)
X
(X)
(X)
Development
X
(X)
X
(X)
(X)
X = primary, (X) = secondary
CAH aims to gain an acceptable return on investment for its shareholders. CAH
generates its income primarily from the revenue out of the concession agreement
with the strategic partners. Curacao Airport Holding has shown an increasingly
healthy financial position by the execution of the current policy and strategies.
However, changes in the stakeholders’ policies and interests, forces CAH to
change its strategies and focus on different processes that initially have not
been considered as part of their core processes and scope of responsibilities.
The main changes are explained as follows;
Passenger Terminal
The construction of the passenger terminal is finished and the focus shifts to
operations and maintenance. The passenger terminal has gone through a major
improvement and passenger traffic is almost back to level before DCA-event.
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Alterra’s shares
The strategic decision of Alterra to ‘sell’ their participation has changed the long term
partnership approach of CAI into a short term Return of Investment strategy. This
has negatively influenced the partnership, further investments and the
implementation/execution of the concession agreement.
Logistical Hub Development
The Islands major logistic players agree to align their objectives and strategies
towards a common vision. The airport has become an integrated part of the Island
vision to become ‘The International Logistic Hub’ of the Caribbean.
Operations
The Master Plan of CAP does not fully align with Vision and Mission of CAH and the
DOMA does not include sufficient ‘tools’ to steer or influence the performance of
CAP/CARE as CAH wished for.
CARE has terminated the ‘lease agreement’ for the development of area B&C;
Airport City Development is far behind the envisioned schedule and needs a major
push.
Investment Opportunities
Increased interest in development opportunities and actual projects with alternative
development partners improve competitiveness and our negotiating position with the
(new) Airport Partner.
Shareholder participation
The Dutch State, as economic owner of NPMNA, has declared to withdraw its
participation in Caribbean investments. With this change of strategy it is likely that
the Dutch influence and interference will become minimal. During this transformation
process, shareholder approval and commitment of this 5 year plan is absolutely preconditional to ensure a steady and clear course for the CAH.
These lessons learned over the past three years, indicate that CAH can no longer
solely act as supervisor on the DOMA and the lease agreement. It forces CAH to
play a more active and strategic role in continuously improving the
performance of the airport operations and stimulating the development of the
Airport City.
To initiate this, CAH has to play a decisive role in:
1) choosing the new strategic partner;
2) negotiating a new lease agreement which gives CAH more influence on the
developments of the Airport City;
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3)
4)
5)
increasing the service quality of the airport;
ensuring the development of the logistical Hub concept;
stimulating the development of the airport complex in order to increase the
return on investment to the shareholders.
Definitions
Airport Complex: all territory around the airport owned by HIA and Hasco available
for development under the supervision of the CAH
Airport City: area B&C as part of the lease agreement with CARE
Airport: area A as part of the DOMA contract with CAP
Passenger terminal: the departure and arrival building
Document Layout
A graphic overview of the Strategic Master Plan 2008 – 2012 and Business Plan
2008-2012 is presented on the following page;
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1. Vision and Ambition
Leading organizations have been articulate about their vision in order to align
people, processes and systems. They believe that they can become that vision if all
management, operational and procedural activities are focused on contributing
directly and indirectly to that vision.
Curaçao Airport Holding has a vision. A vision that Curaçao International Airport,
being one of the economic pillars of Curaçao, will not only facilitate, but also
stimulate the realization of an integrated Logistical Center. This will benefit all
stakeholders and inhabitants of the Island, who will prosper by employment,
sustainable economic and social welfare and international recognition for its value
added services.
Curaçao Airport Holding believes that all its efforts and activities should be aligned to
contribute to this vision, and all who work for or influence the performance of the
organization should commit themselves to the objectives and strategies as put down
in this Strategic Master Plan for 2008 – 2013.
1.2 Vision statement
Curaçao International Airport has the potential to become the number one logistic
aviation center of the Caribbean. It can play a major role in the economic
development of Curacao and realize its ambition to become one of the worldwide
acknowledged integrated hubs as laid out in the Logistic Hub Plan.
The aviation industry is one of the most important pillars for the development of
Curacao into the envisioned Logistical Center. Given Curacao’s geographic location,
rich trade history, European relation and connections to the Latin- and North
American continent, the positioning as Logistic Aviation Center makes sense.
The Vision of CAH therefore can be described as follows;
By 2016, Curacao International Airport is the most efficient,
provides the highest quality of service worldwide and is first in the
number of passengers and cargo volume (in the Caribbean) and be
recognized globally as one of the top international airport Hubs for
trusted, value-generating airport services
14
1.3 Mission statement
CAH’s objective is to gain acceptable returns on investment for its shareholders.
Growth and continuous upgrades to international standards of the industry are preconditional to ensure sustainable financial returns.
Aligning all efforts to position the airport as an internationally acknowledged Logistic
Aviation Center ensures the strong position an airport needs to survive in this
competitive market. CAH has chosen to attain its objectives by attracting
international knowledge and resources for the operational and development
activities that were formally assigned to HIA and Hasco. The main purpose of its
activities is to manage the subsidiary companies and to monitor/stimulate sufficient
output through the concessions that these organizations have with the strategic
partners.
Stimulating the logistical hub function of the airport and the establishment of other
companies which contribute to the development of the airport/aviation-related
activities are also a substantial component of its operational activities.
The mission of CAH therefore can be best described as follows;
To manage HIA and Hasco in order to develop and maintain the
Curacao Airport Complex into the number one Logistic Aviation
Center in the Caribbean
1.4 Core Processes
Curaçao Airport Holding also distinguishes the importance of becoming a strong and
recognized organization in order to realize and protect the long term Island vision for
the airport. Furthermore, CAH must play a pro-active role in restructuring the
aviation industry to optimize the facilitation of the developments and actively attract
international (transshipment) business in order to exceed the growth of the local
economy.
In order to achieve its goals, CAH is managing the operations and development
activities of the airport complex through the concession agreements with the
partners as part of the following four (4) Core Processes;
¾
Airport Operations
As CAH has outsourced the daily operations of the airport to a strategic partner, it is
their responsibility to ensure the compliance with contractual obligations as set out in
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the DOMA (Development Operation and Maintenance Agreement) and inform the
stakeholders. As partner CAH must facilitate where possible to meet and exceed all
expectations, mediate between all stakeholders and protect the overall Island
interest in case of differences. In its role as owner, partner and authority, CAH also
has a task as consultant/advisor in case CAH has indications that its interests are
not sufficiently served by CAP or CARE.
Therefore CAH distinguishes as its first Core Process:
Outsourcing, supervision, stimulation and facilitation of the daily
operations by a 30 year concession agreement with a worldwide
acknowledged and experienced Airport Operator by means of a DOMA,
based on:
• International standards (IATA level C, ICAO), passenger and cargo
quantity growth.
¾
As CAH has outsourced the development of the area surrounding the airport to a
strategic partner, it is CAH’s responsibility to monitor all contractual obligations are
met and to ensure that these developments contribute to the growth of the airport
complex and the Island economy. CAH believes that the development of the
logistical hub function of the airport and the `Airport City’ will give an impulse to the
airport, which is more important to Curacao than the expected turnover of the tourist
sector alone.
Non aeronautical activities and revenues on the Airport City are extremely important
to optimize revenues and the value of the assets at the end of the concession
period. CAH therefore foresees a more direct intervention with the activities
concerning the development of the areas around the airport.
Therefore CAH distinguishes as its second Core Process:
Outsourcing, supervision, stimulation and facilitation of the development
of the Hasco territory by stimulating, facilitating and partnering in the
development opportunities with worldwide acknowledged and
experienced Developers to increase airport growth and local economic
activity.
¾
Asset Management
As owner of the assets and carrying the responsibility for the output, the value of the
assets and the transferability at the end of the concession period, CAH must grow to
16
be a strong and effective organization. It must be capable of executing its original
core activities like supervising, advising, facilitating, and when necessary mediating
as a partner, consultant and airport authority. It needs to implement effective
procedures, acquire sufficient knowledge, resources and effective systems in order
to influence the return on investment for the shareholders by influencing the
concessionaire’s activities and establishing an optimal environment for the aviation
industry on Curacao.
Therefore CAH distinguishes as its third Core Process:
To establish a strong and recognized organization that:
• Supervises the strategic partners, advises, facilitates and mediates
between stakeholders.
• Insures return on investments for the shareholders and optimizes
the value and transferability of the assets at the end of the concession
period, when necessary by (co) financing or participating in
development projects or companies.
¾
Curacao Airport Holding finds itself as a young and learning organization in a mature
industry. The recent privatization of Curacao International Airport created an
environment in which the regulations and allocation of all roles and responsibility in
the aviation industry on Curacao are not (yet) in place.
An ever changing and evolutionary industry requires more then has been laid down
in the concession agreement, forcing partners to exceed the contractual obligations
in order to keep pace with the demands and requirements of the industry. Since not
all requirements or expectations can automatically be appointed to the
concessionaires responsibility, certain aspects that are important or even preconditional for the airport development in the Logistic Hub vision, must take place or
be initiated by CAH. Momentarily, no other parties are fulfilling this role and CAH
wants to fill this void until a definitive solution can be established. The airport has on
one hand a facilitating role to feed the growing demands on the tourism industry and
the local economy, on the other hand the airport has the opportunity and the
obligation to aggressively attract transfer- and transshipment business to exceed the
normal growth.
Therefore CAH distinguishes as its fourth Core Process:
•
•
Influence and (co) determine all relevant roles, responsibilities and
authorities for the stimulation of aviation related business
development.
Initiation of the restructuring of the aviation industry and attracting
of new international ‘transfer and transshipment’ business in order
to stimulate economic growth.
17
2. Objectives & Strategies
Physical mobility is important; therefore local access to an international airport with
multiple opportunities to fly to all parts of the world is important. Because of our
island’s size, easy access to the airport is possible and the location of and
connection to all areas of the hub are possible. Insuring that the airport maintains its
high international rating and has the capacity to expand both in cargo and people
moving is key to the success of the airport’s role in the logistical hub. The synergy
between necessary airlift and airlift development must be evaluated and kept in
constant balance. Investment in the infrastructure and the development of
knowledge capital in logistics will position Curaçao as a leader in the region,
hemisphere and world.
The area that includes the airport, the airport city and the green space land will be
referred to as the “airport complex”. In the airport reside the terminal and some
aspects of cargo handling as well as military services of both the Netherlands and
United States governments. The area around the airport, here further referred to as
the Airport City, will develop airport-related business that will service businesses that
use and support the airport. The area is 400 hectares, of about which one half is
usable for this purpose. The other half will be developed into green space for the
island to complement tourism.
2.1 Main Objectives
To realize the airport vision the main objectives have to be determined.
Curacao Airport Holding committed itself to align its strategies with the objectives as
agreed upon with all stakeholders of the Aviation Industry as part of the Logistic Hub
Vision.
These approved Logistic Hub Objectives and derived strategies have been accepted
by Curacao Airport Holding and have been fully integrated as part of this Strategic
Master Plan.
It is pre-conditional to achieve these committed objectives to actually realize the
optimal results and sustain our vision for the long term.
18
¾
Objective 1: Partnership alignment
Alignment and commitment of strategic partners to the long term vision of the
Logistical Hub with clear roles and responsibilities for implementation
Curaçao Airport Holding wants to achieve its goal to become the #1 airport in
service, efficiency and pax / cargo throughput in the Caribbean by outsourcing its
operations to a world-wide acknowledged and experienced Airport Operator by
means of a 30 year concession agreement.
In order to align this concession agreement to the logistical hub vision in the long
term, it is important that a long-term policy will be set up. The master plan of the
concessionaire needs to be evaluated periodically and adjusted accordingly in order
to align the vision of the airport operator with the local port vision and international
laws.
Clear roles and responsibilities needs to be defined between the contract partners
and for all stakeholders.
A non-political, broad based Aviation Framework
with a clear Airport Policy is not in place and needs
to be developed and implemented. A General
Regulatory Board must be in place to make
provision for competitive technical and economic
regulations.
Alignment of Business Plans and cooperation
between the Ports, Free-zone, Customs and
Immigration must result in synchronized policies and procedures that strengthen
services for better people and cargo movements and economic growth. Focus must
be on clear and transparent roles and responsibilities, economic impact of all
activities and safety and security.
o
Derived Strategies
1.1. Create long-term policies for concession agreements with strategic partners
that are market-driven and tied to the airport and logistical hub master plans
and based on international standards
1.2. Periodic evaluation of concession agreement with the possibility for side letters
to improve alignment to the logistical hub long term vision
1.3. Alignment of partner(s) to logistical hub vision
1.4. Insure contract reflects the role of the airport in the logistical hub plan
1.5. Define clear roles, responsibilities in the implementation of the vision and plan
1.6. Develop and implement airport policy
1.7. Establish airport authority
19
1.8. Consider long term integrated policies for seaport, airport and distribution of
goods (Free-zone)
1.9. Implementation of Regulatory Board
¾
Objective 2:
Development of the Airport City to stimulate and facilitate the growth of the
airport, the hub and the island economy.
Curacao Airport Holding believes that the development of an Airport City stimulates
the growth of the airport and Island economy and wants to realize this by
outsourcing the development to a world-wide acknowledged and experienced Airport
Developer. However, since the role of the airport city has such enormous impact on
the airport operations and Island economy, clear roles and responsibilities between
owner and operator needs to be defined.
The responsibility that the
concessionaire has to realize the
developments, are taken very seriously
by CAH and its shareholders.
The present Business Plan as
presented does not necessarily cover all
CAH ambitions and lacks clear
objectives, marketing approach and
personnel allocation. Besides the good
intentions, CAH clearly feels the
necessity to fulfill a pro-active attitude towards the development and find a fine
balance between supervising the developments of the concessionaire and to
investigate, determine and execute her own projects and initiatives in this area.
Specific businesses need to be targeted and attracted to facilitate the integrated hub
services. Spin-off businesses for sustaining the airport city will be determined and
developed and a sustainable plan for optimal use of the green-space has to be
defined.
Strategic and economic partnerships and concessionaires, that reflect the
appropriate business approach and planning aligned with the CAH vision, will be
attracted based on identified criteria such as;
a) Provide access to new funds,
b) Know-how based international reputation,
c) Have a proven track record in their expertise,
d) Delivers world class services that have the ability to support the needs of the
world-class traveler.
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o
Derived Strategies
2.1 Develop roles and responsibilities of owner and operator.
2.2 Target and attract businesses to facilitate integrated hub services (tourism in
green space, light industry, airport
hotel, cargo services, logistical training
center, business center, pilot training,
aircraft maintenance facilities,
fulfillment centers, repair center, etc.)
2.3 Determine and develop spin-off
businesses for sustaining airport city
2.4 Develop green space in the airport city
land use plan for beautification and
tourism use
2.5 Attract foreign investment
¾
Objective 3: “Airport Complex” infrastructure
Develop and upgrade the “airport complex” infrastructure based on mutually
agreed to strategies that support the airlift services necessary for the
competitive logistical hub.
The unique availability of developable land around the airport creates an enormous
array of opportunities for the growth of the airport and stimulation of the Island
economy. The airport complex infrastructure plan must be synchronized and should
integrate the Airport and Airport City business plans.
In order to anticipate flexible uses
of infrastructure, regular review of
the plans should be based on
synchronization of harbor, e-zone
and airport complex use for
logistics development. The airport
must maintain a state-of-the-art
infrastructure as measured
against international standards.
Stakeholder participation is
important and must be measured
by set criteria and an effective
maintenance program of the airport complex should be approved.
21
FBO and inter-island development opportunities must be taken into consideration for
the repurpose of the ‘old’ terminal, as well as necessary training and logistical
development needs. It is also important to work closely with government to clean up
old agreements related to infrastructure projects that deal with maintenance and
road ownership and prioritize the infrastructure projects according to the hub master
plan, to stimulate trade and investments.
o
Derived Strategies
3.1 Create an integrated “airport complex” infrastructure plan that synchronizes and
integrates the airport, airport city and unused land development plans and
business plans
3.2 Regularly review the “airport complex” development plan to anticipate flexible
uses of infrastructure based on logistical developments
3.3 Maintain state-of-the art airport infrastructure as measured against international
standards
3.4 Develop criteria for measuring stakeholder participation in the development and
upgrading the infrastructure to maximize the coordination and collaboration
necessary for long range effective land use of the airport complex
3.5 Implement approved maintenance programs within the airport, airport complex
and unused land areas of the airport complex
3.6 Repurpose existing airport terminal infrastructure to support training and
logistical development needs
3.7 Investigate the most effective approach to handling inter-island airlift arrivals
and departures
3.8 Develop FBO service center within the airport terminal infrastructure
3.9 Prioritize the infrastructure projects by government, according to hub master
plan strategies, to stimulate trade and investments
22
¾
Objective 4: High Quality of Services
Ensure high quality of services for airlift, cargo and services within the airport
complex
In a competitive and constantly developing market, it is necessary to supply and
maintain the highest quality of facilities and services to meet customer’s
requirements and expectations. Meeting all local and international standards is preconditional to ensure services for airlift, cargo and other services within the airport
complex.
In order to insure this level of quality on all aspects of services within the airport
complex, OECD standards should be used to implement efficiency and productivity
standards. The performance of the airports global competitiveness must be
compared to specific international standards and the concessionaire must be
measured against these standards and all IATA and ICAO standards as put in the
Concession agreement (DOMA)
WCO standards should be implemented for the airport and airport city services.
World class customized facilities and services at locally competitive prices should be
implemented as well as a continuous program for customer service training must be
provided for all airport complex personnel.
o
Derived Strategies
4.1 Evaluate and implement pre-clearance to Europe for cargo and passengers
4.2 Optimize/ professionalize ground handling services
4.3 Implement OECD approved efficiency and productivity standards in all aspects
of services within the airport complex
4.4 Provide on going customer service training to all airport complex personnel
(Promise)
4.5 Implement WCO standards within the airport and airport city service
4.6 Provide wireless internet services to customers served at the airport complex
4.7 Develop one-stop IT services rental shop within the airport terminal for travelers
wishing to do business while on Curaçao
4.8 Provide storage facilities for transit passengers
4.9 Create VIP valet services at the airport terminal for commercial and
private(FBO) passengers
23
¾
Objective 5: Airlift Development
Create airlift development strategy that is supported by all strategic partners.
Curacao Airport Holding believes in stimulation of growth of the airport by
restructuring the aviation industry organization and attracting international business
to exceed the growth of the local economy.
A commonly agreed-upon airlift development strategy must insure the coordination
of logistical hub needs for airlift of both cargo and people, well coordinated and
communicated with the department of
aviation and the Minister of Transport.
New air routes and markets from South
America to North America and from South
America to Europe through Curacao can be
developed, as well the opportunity for
Curacao to become an initiation point for
cruise tourism (home-porting, air/sea
packages) must be investigated and
implemented.
o
Derived Strategies
5.1 Insure that one coordinating group identified as the Curaçao Airlift Development
Foundation has wide and agreed-upon representation to lead in the creation
and support of common airlift development strategies
5.2 Develop air routes from South America to North America through Curaçao
5.3 Develop air routes from Europe to South America through Curaçao
5.4 Develop Curaçao as a initiation point for cruise tourism( sea/air packages)
5.5 Coordinate and communicate airlift development strategies with the department
of aviation and the Minister of Transport
5.6 Support strategies through the logistical hub collaborative structure to insure
the coordination of logistical hub needs for airlift of both cargo and people.
24
2.2 Core Processes Focus & Strategies
In order to achieve the vision, the organization has to change and a strong and
recognized organization must be established as the foundation to cope and react to
a volatile environment whilst progressing the company’s objectives and ambitions.
As a first step the strategic positioning must be determined, resulting in requirements
and choices and finally into the most suitable implementation strategy.
Given the approved vision, mission and objectives, CAH has to reconsider the
company’s roles and responsibilities. The impact of the changed strategy of the
present Strategic Partner, Alterra, can be considered as an opportunity to implement
the ‘lessons learned’ and optimize the momentum by repositioning CAH as counter
partner;
CAH should play a pro-active role to improve the performance of the strategic
partner and influence the outcome of the negotiations on the Lease
Agreement to stimulate the development of the Airport City
In its new role, CAH has to determine what direction it has to take to pro-actively
contribute directly to its objectives. This positioning determines its focus and derived
strategies within each of the Core Processes to reach the Vision and Objectives as
laid out in this Strategic Master Plan 2008 – 2012
25
¾
Airport Operations
Curaçao Airport Holding wants to achieve its goal to become the #1 airport in service,
efficiency and pax / cargo throughput in the Caribbean by outsourcing its operations to a
world-wide acknowledged and experienced Airport Operator.
o
Focus
The re-positioning of the Curacao Airport Holding creates a strong counter
part in the search for the ideal new strategic partner for the Alterra shares and
is our major responsibility to protect the airport and Island long term interest.
Pressuring the airport operator to stimulate airport performance will increase
customer satisfaction and international recognition.
o
Derived Strategies
A.1 Play active role in attracting and determining New Strategic
Partner for Alterra shares
A.2 Take Considerations and preparations for take over Alterra
shares (‘buy to sell’ to preferred partner)
A.3 Align Concession Agreement, Master Plan and Business
Plan with Islands Vision and International standards, by
mutual agreement
A.4 Stimulate and pressure airport performance by;
• Management Reports
• Schedule 5.8 “Performance Standards and Penalty / Bonus criteria”
• Performance Indicators & International Standards
• IATA level C
• Specific and routine ‘spot-checks’
• Customer Satisfaction Surveys
• ASQ measurements (comparable airports)
26
¾
Curaçao Airport Holding believes that the development of an Airport City stimulates the
growth of the airport and Island economy and wants to realize this by stimulating,
facilitating and partnering in the development opportunities with world-wide
acknowledged and experienced Developers
o
Focus
Increased control by CAH (Hasco) in Airport City (area B&C) Development will
stimulate and speed-up Airport Development and will contribute to the local
economy by increased revenue and spin-off businesses.
Increased interest in development opportunities and actual projects with
alternative development partners improve competitiveness and our
negotiating position with Airport Partner.
CAH’s profitability will increase enormously when Hasco allows itself to
actively attract investors and developers, direct lease of the land with
concession revenue and participation in businesses
o
Derived Strategies
B.1 Search and attract alternative Strategic Development Partners
B.2 Negotiate Area B&C Development and Investment plans as part of the
selection criteria for Alterra shares
B.3 Align development plans and opportunities with Logistic Hub vision and
infrastructure needs
B.4 Consider accepting termination of “Lease Agreement”
B.5 Target and attract businesses to facilitate integrated hub services, spin-off
business and green space development
B.6 Invest in projects as minority stakeholder to stimulate investment
B.7 Increase lease revenue by (re) negotiating lease / concession agreement(s)
27
¾
Asset Management
Curaçao Airport Holding must be set up to become a strong and recognized organization
in order to realize and protect the long term Island vision for the airport and to facilitate
and stimulate the growth of the Island economy
o
Focus
CAH has to play a different role as originally intended and have to position
itself more as the sole Authority to enforce guidelines and directions to the
strategic development of the airport complex.
CAH has to position itself as an independent authority to all stakeholders by
increasing professionalism and improving skills and knowledge to effectively
enforce optimal result of the airport operations.
o
Derived Strategies
C.1 Position and create acceptance of CAH as independent authority by all
stakeholders to determine, facilitate and mediate long term development
C.2 Optimize Professionalism of CAH organization by;
• Training program
• Motivation (performance management)
• Alignment of staffing level to workload
• Organization structure, task descriptions, procedures, transparent
communication and effective administration and documentation
C.3 Improve skills and knowledge, ensure flexibility, multi-tasking and motivated
personnel and improve Marketing Position of the airport as an Investment
Opportunity.
C.4 Ensure effective management by;
• Effective execution of contractual obligations
• Agreed-upon Operating Master Plan
• Agreed-upon Maintenance Plan
• Agreed-upon Quality Control Plan
• Independent audited Revenue Calculation and Payment Structure
C.5 Ensure steady strategic course by approval and commitment of shareholders to
this 5 year Strategic Master Plan
C.6 Reserve sufficient funding to buy out any possible take-over candidate for the
NPMNA shares, if applicable, in case CAH believes this candidate will not
contribute sufficiently to- or even endanger the committed vision and objectives
28
¾
Curacao Airport Holding believes in stimulation of growth of the airport by restructuring
the aviation industry organization and attracting international business to exceed the
growth of the local economy
o
Focus
Curacao International Airport must not only facilitate the growth in Tourism
Industry, but actively facilitate and stimulate increase in aircraft movements
by attracting foreign investment and businesses from outside into the local
economy.
Support of strategies for Regulation and Legislation by the Board of
Supervisory Directors, the shareholders and through the Logistical Hub
collaborative structure, is important to ensure realization of Logistical Hub
concept and proper regulation of the aviation industry.
o
Derived Strategies
D.1 Determine high-level Marketing & Sales strategy for Logistical Hub concept for
the implementation of the;
• Air-route Development Plan
• Airport City Master Plan
D.2 Stimulate the realization and implementation of;
• Airport Policy
• Airport Authority
• Integrated policies for Air, Sea and Distribution
• Regulatory Board
D.3 Stimulate aviation related Development;
• Attract Foreign Investment
• Re-purpose existing facilities and services
• Develop & Implement Airlift Development Strategies
• Develop Sea – Air packages
• Air Cargo and Passenger Transfer Development
• FBO and corporate aviation parking facilities
• Aircraft Maintenance
29
2.3 High-level Financial Impact
Given the changes and chosen strategies to respond effectively, the following
projects are planned for the coming 5 years. The financial commitment and
investments that is foreseen for CAH with regard to these projects is stated in the
table below. A more detailed specification of these projects will be given in the
Business plan 2008 -2012.
1.
2.
3.
4.
Purchase of Alterra shares and
supply working capital
Purchase of NPMNA
Investment in Airport City
Investment in airlift development
for the Hub concept
Nafl.
Nafl.
Nafl.
Nafl.
25.000.000, =
5.000.000, =
5.000.000, =
10.000.000, =
_________________
TOTAL
Nafl.
45.000.000, =
30
“play a more active and strategic role in
continuously improving the performance of the
airport operations and stimulating the
development of the airport complex in order to
guarantee and increase the return on investment
for the shareholders”.
31

CAH Strategic Master Plan 2008 - 2012

Transcription

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