AENA

1. AENA Sergio Valencia Raúl Valle Hochschule Bremen

2. AENA Aeropuertos Españoles y Navegación Aéreais 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.”

3. AENA in numbers • 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.

4. 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.

5. Air facilities operated by AENA • 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

6. Geographic Presence Worldwide

7. Geographic Presence in Spain

8. Airports

9. Commercial Services

10. 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.

11. 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.

12. 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.

13. 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.

14. Privatization • AENA as state owned company • Financial position • Privatization attemps • Privatization options • Strategy

15. 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.

16. 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“

17. 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.

18. 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

19. 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.

20. 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

21. www.aena.es