AENA

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AENA

• Sergio Valencia
• Raúl Valle
• Hochschule Bremen

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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.

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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.

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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.
• Aenas annual investment is greater than 2,100
  million euro.

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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

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Geographic Presence Worldwide
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Geographic Presence in Spain
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Airports
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Commercial Services
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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.

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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.

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Quality

• Environmental Management System based on ISO
  140012004. 27 airports certified
• Training in EFQM Self-Evaluation, Quality Audits,
  Seis Sigma, Taxation and Management of RDI
  projects, etc.

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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.

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Privatization

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

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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.

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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

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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.

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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

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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.

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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?
  cpn2594
• http//www.mallorcadiario.com/index.php?optioncon
  tenttaskviewid8886Itemid51
• GERMA BEL, (El País, miércoles 20 de febrero de
  2002) AEROPUERTOS EL DIAGNÓSTICO

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• www.aena.es