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Curaçao Airport Holding N.V. Operational Plan 2010

Curaçao Airport Holding N.V. Operational Plan 2010. Curaçao Airport Holding N.V. Margaret Abraham Plaza z/n Curaçao Nederland's Antilles. October 2009 FINAL version. Content. 1. Introduction.

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Curaçao Airport Holding N.V. Operational Plan 2010

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  1. Curaçao Airport Holding N.V. Operational Plan 2010 Curaçao Airport Holding N.V. Margaret Abraham Plaza z/n Curaçao Nederland's Antilles October 2009 FINAL version

  2. Content

  3. 1. Introduction • In this Operating Plan of Curaçao Airport Holding (CAH) the strategic focuses for 2010 are outlined. This • plan has been prepared by the Management of CAH. CAH annually defines its corporate focus areas and • objectives in order to realize its mission and goals as outlined in the approved ‘Strategic Master Plan • and Business Plan 2008 – 2012’. Strategies, targets and indicators are directly related to the Core • Processes and are an integrated part of CAH's performance management. • The following topics will be addressed in this plan: • Strategic framework CAH • Strategic focus areas 2010 • Targets FY 2010 • Targets allocation • Finance • Conclusions The execution of this plan will be impacted by internal (e.g. to further professionalize the CAH organization) as well as external factors (e.g. the vision of the new strategic partner).

  4. 2. Strategic framework CAH The strategic framework describes the vision, mission, core processes and objectives of CAH. The strategic framework is the basis from which the strategic focuses and targets for 2010 are derived. The objectives are derived from the ‘Logistic Hub Master Plan’ of Curaçao , and directly related to the role of the Airport. These objectives are approved by the Island Council. The strategies are in line with the defined objectives. These are derived from the ‘Logistic Hub Master Plan’ and the CAH Business Plan. The Corporate Message is – in addition to the approved vision and mission – a strong believe, developed by the determination and commitment of the holding to realize its vision, that enhances CAH’s real being. It’s this message that includes as well its target as its vision, it explains what CAH is doing and why; “Curacao Airport Holding sees Curacao International Airport as a ‘Hub’, connecting the Americas, transforming from an airstrip into an Airport City; a dynamic environment attracting aviation and non-aviation linked businesses of all types, stimulating and facilitating increasing of passengers and cargo traffic and creating a powerful engine for the necessary economic development of our Island.”

  5. Vision By 2016, Curaçao 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 Mission To manage HIA and Hasco in order to develop and maintain the Curaçao Airport Complex into the number one Logistic Aviation Center in the Caribbean Core Processes Airport Operations Outsourcing, supervision, stimulation and facilitation of the daily operations Asset Management Creating a strong and recognized organization that supervises the strategic partners and ensures return on investments Economic Development Re-structuring the aviation industry and attracting new international ‘transfer and transshipment’ business Airport City Development Outsourcing, supervision, stimulation, facilitation of - and partnering in the development of the Hasco territory Objectives Partnership Alignment Airport City Development Airport Complex Infrastructure High Quality of Services Airlift Development Airport Operations Airport City Asset Management Economic Development Improve Operations Stimulate Development Professionalize Organization Attract Business Derived Strategies Targets & Activities Indicators Derived Strategies Derived Strategies Indicators Indicators Targets & Activities Targets & Activities Derived Strategies Indicators Targets & Activities 2. Strategic framework CAH (continued)

  6. 3. Evaluation execution Operating Plan 2009 The year 2009 can be characterized as the year where A-port was inaugurated as the new Strategic Partner for the Development Operations and Management of the Curacao International Airport, as a result of the takeover approval of the Alterra shares in January 2009. CAH has welcomed A-port and worked closely with its new strategic partner to activate the details of the Clarification Agreement, with the focus to bring the airport operation on ‘cruise control’ level. The actions taken by CAH as set out in the Operational plan 2009 have given CAH sufficient ‘steering-tools’ to pressure the improvement of the efficiency and effectiveness of the airport operations and service level to the customers, in the many committees and workgroups that CAH now participates in as part of the Agreement with A-port. Besides its own effort to initiate the development of the excluded territories such as the Hato Office Park and the Spaceport development opportunity, CAH has worked hard on the implementation of the Heads of Agreement, focusing on the execution of the Project Organization, responsible for the Master planning and Marketing of the Airport City concept. The CAH organization has grown and matured by further strengthening the competences of the workforce and optimizing the financial administration, management information structure and the start up of a professional Strategic Communication action plan. CAH has contributed significantly in joined efforts to attract airlift, renewal of the aviation policy and structure and alignment of the Logistical Hub vision. The long haul Low Cost Carrier model to connect North and South America through Curacao, which CAH has created in cooperation with IATA, has encountered local resistance. However in continuous negotiating with GOL and other LCC, new opportunities are being investigated on how to become the Hub of choice in the Caribbean - “Connecting the Americas”- in time for the World-Cup and Olympics in Brazil in the years 2014 and 2016.

  7. 3. Evaluation execution Operating Plan 2009 Looking back at the Operational plan for 2009 the following can be concluded; Airport operations; Almost all targets have been addressed satisfactory, except the realization of an upgraded Master plan by CAP and the initiation of a Maintenance Program. These have been negotiated as a part of the Clarification Agreement, which will be addresses next year under the responsibility of A-port. Conducting DOMA and non-DOMA related assessments has become a regular way of doing business. Airport City development; The negotiations for the Definitive Agreement for the establishment of the Project Organization will be realized before the end of 2009. CAH has started the creation of an Action Plan for the proper Property Management of the related area, which (partly) have to be adopted by the Project Organization next year. The kick-off for creating a conceptual outline for the Master planning and marketing of the Airport City has been initiated with Arthesia / Nuesch, enabling the realization of the Master Plan for Area B&C next year. CAH is negotiating some project opportunities with potential developers/investors for the development of the HATO Office Park and started the marketing of the excluded territories in order to trigger commercial development.

  8. 3. Evaluation execution Operating Plan 2009 Looking back at the Operational plan for 2009 the following can be concluded; Asset management; The professionalization of the CAH organization and workforce has been executed satisfactory. Due to the workload the monthly department reporting procedure has been delayed but will be addresses next year to improve the internal communication and reporting. Digitalizing and automating of the information infrastructure will remain a continuous focus area. PR & Communication has become a major focus area in 2009 and a comprehensive Communication Action Plan for the positioning of CAH and its projects has been worked on to ensure optimal implementation in the years to come. Economic Development; CAH, as part of the advice group, has completed her advice report towards the Island Territory related to the proposition for an aviation policy and structure. The study for the regulatory framework has been taken over by Deloite & Touche. CAH has been actively participating in the Airlift Development Committee which jointly resulted in negotiation with several air carriers. Continuous negotiation with LCC and cargo carriers have taken place to position Curacao as the Hub of choicein the Caribbean. Results are expected in the years to come. Participation in Logistic related workgroups has become a standard activity as CAH thrives to develop areas overgrowing the direct airport related interests.

  9. 4. Strategic focus areas 2010 In this chapter the strategic focus areas for 2010 are defined. These focus areas are in line with the strategies as set out in the approved CAH Strategic Master Plan and Business Plan 2008 – 2012. Main Focuses for 2010 and the years to follow; Operational Excellence Operational excellence is one of the main focuses of CAH. By means of the Clarification Agreement and continuous partnership building with A-port, CAH believes to have created the right environment to optimize the airport performance and service level to customers. Airport City Development With the execution of the Project Organization a joined effort will take place to initiate a professional Master planning and Marketing process for the realization of the Airport City. Hub Development CAH believes that Curacao International Airport should facilitate the growth in Tourism, but should focus on exceeding this growth by creating connectivity and air-routes between the America’s. CAH’s focus must be on creating transit – and transfer connections for pax- and cargo and ensuring the right facilities and infrastructure to become the Hub of choice in the Caribbean - “Connection the Americas” - in time for the 2014 and 2016 World-Cup and Olympic Games in Brazil. Corporate Social Responsibility Between al this ambitions and commercial targeting, CAH recognizes its position as a government agency and its responsibly towards the Island of Curacao and its people. CAH will put all efforts to prove itself to be a good corporate citizen.

  10. 4. Strategic focus areas 2010

  11. 4. Strategic focus areas 2010 (continued)

  12. 4. Strategic focus areas 2010 (continued)

  13. 4. Strategic focus areas 2010 (continued)

  14. 5. Targets 2010 In this chapter the targets for 2010 are defined. These targets are in line with the defined strategic focus areas 2010 as outlined the previous chapter. These are also clustered per core process. For each target, the respective objective, critical success factors, performance indicators, norms, core activities, time frame, expected results and deliverables are defined. These targets will be allocated to the responsible professionals and incorporated in their performance contracts

  15. 5. Targets 2010 (continued) Airport operations (continued)

  16. 5. Targets 2010 (continued) Airport operations (continued)

  17. 5. Targets 2010 (continued) Airport city development

  18. 5. Targets 2010 (continued) Airport city development (continued)

  19. 5. Targets 2010 (continued) Airport city development (continued)

  20. 5. Targets 2010 (continued) Airport city development (continued)

  21. 5. Targets 2010 (continued) Asset Management (continued)

  22. 5. Targets 2010 (continued) Asset Management (continued)

  23. 5. Targets 2010 (continued) Asset Management (continued)

  24. 5. Targets 2010 (continued) Asset Management (continued)

  25. 5. Targets 2010 (continued) Asset Management (continued)

  26. 5. Targets 2010 (continued) Economic development (continued)

  27. 5. Targets 2010 (continued) Economic development

  28. 5. Targets 2010 (continued) Economic development (continued)

  29. 5. Targets 2010 (continued) Economic development (continued)

  30. 6. Targets allocation In this chapter the targets have been allocated to the responsible professionals. In some cases targets have been allocated to more than one person because of the nature and the scope of the core activities to be performed as part of the respective target. X = primair responsible. O = important supportive role

  31. 6. Targets allocation (continued) X = primair responsible. O = important supportive role

  32. 7. Consolidated budget for 2010 In the following table the consolidated budget for 2010 is outlined. The detailed description of the ‘projected budget planning’ can be found in the Financial Budget Report 2010 as presented to the Supervisory Board of CAH.

  33. 8. Conclusions This plan illustrates the strategies approved in the Business Plan 2008 – 2012 that will be implemented in 2010 and which directly contributes to the realization of the mission and goals as outlined in the approved ‘Strategic Master Plan and Business Plan 2008 – 2012’. The implementation of our new Strategic Partner A-port has set the tone for the years to come and CAH believes to have found a real partner for the long term Development Operations and Management of Curacao International Airport. The Year 2010 will be very important year for CAH! In this year the Operations of the airport should be upgraded to an acceptable level of service and possible adaptation of the terminal could be initiated already. Air-lift is considered to be one of the threats for further developing Tourism and the airport has to ensure its facility will be in place once the efforts to increase the airlift will be successful. If Curacao International Airport chooses to become the Hub of Choice in the Caribbean – “Connecting the Americas” – for the 2014 and 2016 Games in Brazil, its has to take the necessary steps and actions to be ready in time! Further more, 2010 will be the year in which CAH will have to align, approve and present the Master- and Business Plan for the development of the Airport City. Stakeholder participation and commitment is of the essence and alignment with other major developments on the Island will be a key to success. The Management Team of CAH is fully committed to this plan. This plan will be monitored, periodically evaluated and adjusted if so required to ensure proper execution. The results will be presented to and discussed with the Supervisory Board.

  34. The discipline of getting things done! Curaçao Airport Holding Operational Plan 2010 October, 2009 Final version Not even the sky is our limit!

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