2015 THE WORLD IS YOURS
ACTIVITY REPORT 2015 2 - VINCI AIRPORTS THE WORLD IS YOURS
In developing their airports, regions develop their economies and open themselves to the world. As an investor, builder and operator, VINCI Airports supports this dynamism. VINCI Airports is the long term partner of public authorities, regional entities and airlines in optimising the services and activities of their airport facilities. Its investments in the modernisation of terminals and the development of new services also improve reception for passengers and their experience during the journey.
ACTIVITY REPORT 2015 - 3 4 - VINCI AIRPORTS 1 PROFILE
WORLDWIDE PRESENCE
KEY FIGURES 2015
VISION
EXECUTIVE COMMITTEE
MODEL OF A GLOBAL OPERATOR
ACTIVITY REPORT 2015 - 5 1 PROFILE
VINCI Airports facilities will welcome over 100 million passengers in 2016.
As of April 2016, VINCI Airports manages a network of 34 airports in France, Portugal, Cambodia, Chile, Japan and the Dominican Republic. With more than 100 million passengers in 2016, VINCI Airports today ranks among the sector’s five largest companies. Its comprehensive expertise extends from design to operations to funding and project management. Each day, its 8,500 employees work on behalf of regional development and citizen mobility, helping to open the world.
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An international leader among the industry top five. In taking over the operation of nine airports in Chile, the Dominican Republic and Japan between October 2015 and April 2016, VINCI Airports doubled its traffic.
Chile 1 airport
Portugal Santiago 10 airports
Flores
Horta
AZORES Ponta Delgada ARCHIPELAGO Dominican Santa Maria Republic 6 airports
Puerto Plata MADEIRA ARCHIPELAGO Porto
Samaná Porto Santo
Funchal Saint-Domingue Barahona Lisbon
Beja
Faro
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France Total commercial End of the 11 airports passengers by airport concessions
Rennes
Quimper
Dinard Paris
Poitiers Nantes France Saint-Nazaire Nantes Atlantique 4,395,000 2065 Clermont-Ferrand Chambéry Pays Rennes Bretagne 539,000 2024 Grenoble d’Ancenis Toulon Hyères 510,000 2040 Clermont-Ferrand Auvergne 400,000 2026 Grenoble Isère 296,000 2023 Toulon Hyères Chambéry Savoie 213,000 2029 Dinard Bretagne 130,000 2024 Poitiers Biard 123,000 2019 Quimper Cornouaille 89,000 2016 Saint-Nazaire Montoir 23,000 2065 Pays d'Ancenis General aviation 2018
Portugal Lisbon 20,090,000 2063 Porto 8,088,000 2063 Faro 6,437,000 2063 Japan Madeira 2,728,000 2063 2 airports Azores 1,605,000 2063 Beja General aviation 2063
Cambodia Siem Reap 3,297,000 2040 Phnom Penh 3,079,000 2040 Sihanoukville 95,000 2040 Kansai
Osaka
Chile Santiago du Chile 17,230,000 2035
Cambodia 3 airports Japan Kansai International Airport 23,190,000 2060 Osaka International Airport 14,510,000 2060 Siem Reap
Phnom Penh Dominican Republic Sihanoukville Aerodom Airports 4,570,000 2030
ACTIVITY REPORT 2015 - 9 1 WORLDWIDE PRESENCE Leveraging all development drivers. In 2015, VINCI Airports achieved record growth over its 2014 scope (France, Portugal and Cambodia). Its advanced expertise in serving regional projects won it new concessions in Chile, Japan and the Dominican Republic.
FRANCE CHILE
The consortium Nuevo Pudahuel, formed by VINCI Airports (40%), Aéroports de Paris (45%) and the Italian construction group Astaldi (15%), has been operating the international airport of Santiago, Chile, under a 20-year concession since October 1, 2015. The contract also provides for a very ambitious construction programme to double infrastructure capacity to accommodate the significant growth potential of air traffic. For this project, the concession holder is relying on a construction consortium combining VINCI and Astaldi. This integrated concession-construction approach is a major asset for the project’s execution.
6th largest international airport in South America. In France, VINCI Airports operates 11 airports From 16 to 30 million of varied sizes and profiles, all of which are passengers per year, a capacity that will double in less than 5 years key infrastructure for their regions’ economies. Airline marketing teams apply their specialised expertise to develop traffic, including at smaller airports such as at Dinard Bretagne (+13.5% in 2015). VINCI Airports DOMINICAN REPUBLIC also makes regular investments targeted to identified needs, such as the new business aviation terminal inaugurated in Clermont- Ferrand Auvergne in 2015.
TRAFFIC GROWTH THAT OUTPERFORMS THE MARKET + 3.9% for all French airports (excluding Toulon Hyères), On December 14, 2015, VINCI Airports acquired from the Advent + 5.7% International investment fund the company Aerodom, concession holder at Nantes Atlantique until 2030 of six of the nine Dominican Republic airports, including (4.3 million passengers in 2015) those in the capital Santo Domingo and at Puerto Plata. The transfer of operations will take place before the end of first quarter 2016.
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CAMBODIA PORTUGAL Present for 20 years in Cambodia, VINCI Airports invested over $100 million to double the capacity of Phnom Penh and Siem Reap airports to support the rapid growth of the economy and traffic. The work was completed in early 2016. VINCI Airports also promotes traffic development by cooperating proactively with tourism stakeholders in Cambodia, particularly toward Asian markets.
+ 13% traffic growth in 2015. + 6 million passengers for the year, with Phnom Penh exceeding 3 million passengers, following Siem Reap in 2014
JAPAN
Since the takeover of ANA by VINCI Airports in 2013, its 10 airports have experienced exceptional growth. VINCI Airports has contributed to this momentum through On December 15, 2015, the consortium comprising a proactive approach to traffic development and VINCI Airports (40%), the Japanese group ORIX (40%) and other the complete renovation of commercial areas at major Japanese partners (20%) signed the concession contract with airports (Lisbon, Porto, Faro, Funchal). The company is New Kansai International Airport Company (NKIAC) for the implementing a €275m global infrastructure investment international airports of Kansai and Osaka (for 44 years from the plan over five years. planned takeover on April 1, 2016). Kansai Airport, built on an artificial island in Osaka Bay, is an international hub with strong growth potential through the development of Asian tourism RECORD TRAFFIC GROWTH in Japan and the growth of low cost carriers in the country. + 11% Osaka Airport is the historical airport of the city of Osaka. for all Portuguese airports, + 10.7% 37.7 million at Lisbon (more than 20 million passengers in 2015), travelers in 2015. + 16.6% 2nd in Porto (more than 8 million passengers in 2015). largest airport hub of Japan.
#1 THE GROWTH DRIVER region in tourism, thanks to Kyoto. OF NON-AVIATION ACTIVITIES + 30% + 11.1% in 2015 in Portugal / + 8.8% in Lisbon / the growth of tourism to Japan, mainly from elsewhere in Asia (2014 figure) + 19.2% in Porto / + 13.4% in Faro
ACTIVITY REPORT 2015 - 11 1 KEY FIGURES 2015
2015 traffic growth + 140 + 11.4% airlines using our airports
820 million + 450 euros in revenue (+14.4%) destinations served worldwide EBITDA: 50.2%
80 7 new routes opened new airline 268 166 (regularly scheduled) partners merchants restaurants
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Strong traffic increases in 2015 Azores Azores + 25.7%
2 8,913 m Porto of retail space opened in 2015 + 16.6% + 15.5% Phnom Penh Lisbon + 10.7% + 9.2% Siem Reap Nantes + 5.7%
52.1 million 5,666 passengers in 2015 employees (including 86% based outside France)
25 airports managed in 2015
ACTIVITY REPORT 2015 - 13 1 VISION
“2015 REPRESENTS A MILESTONE IN THE HISTORY OF VINCI AIRPORTS. Our international development accelerated and we doubled in size, joining the top five of the global industry.“
Nicolas Notebaert, chairman of VINCI Airports
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How do you assess 2015 for VINCI Airports? What is driving this sector outperformance? 2015 was a year of exceptional growth. VINCI We generate growth through our specific exper- Airports revenues grew by 14.4%, EBITDA by tise in operating and developing airport assets. 20.5% and net income by 31.2%, on the basis of its Our aviation marketing teams are in constant existing network. But above all, we achieved very contact with airlines. They work to understand strong external growth linked to new concession the economics of their business to offer them sus- contracts concluded in 2015, which will double tainable opportunities and build long-term trust. our traffic, from 50 to more than 100 million pas- We assist in the launch of new routes by playing a sengers per year. Our international expansion proactive role of linking and promotion with the accelerated in taking over operation of the Arturo regions and in deploying adjusted pricing mecha- Merino Benitez airport in Santiago, Chile, in Octo- nisms. Eighty new routes were opened during the ber. VINCI Airports is operating the facility in 2015 summer and 2015-2016 winter seasons. partnership with its partners ADP and Astaldi Non-aviation activities at airports are another under an asset co-management model. In Decem- important growth driver. VINCI Airports enhances ber, Japan confirmed that it has chosen VINCI shopping areas by designing passenger flows to Airports and its Japanese financial partner, ORIX, benefit efficient operations, merchant profitability to operate the two Kansai Airports under a and passenger well-being. An ambitious redevel- 44-year concession. We also signed an agreement opment programme at the main Portuguese air- in December 2015 to take over the concession ports in 2015 has generated highly promising company Aerodom, which operates six airports in initial results. We also launched a digital innova- the Dominican Republic. tion strategy in 2015 that will enable us to improve VINCI Airports is now a recognised player in the passenger experience and our customer the global market. Today, we are in the top five in knowledge, following implementation of free and the industry with a significant +2.7% share of global unlimited WiFi in all airports. air traffic, exceeding in scale the levels of the world’s biggest airport and of major airlines. We How do you differentiate yourself from your have reached critical mass in a sector that remains competitors? very fragmented. We achieved double-digit organic We are distinguished by the comprehensiveness growth for the year, compared to our 2014 scope, of our role. Most airport industry players are demonstrating the effectiveness of our approach. either operators or investors. Those that combine In every country, whether France (+ 3.9%*), Portugal the two rarely have the same investment capabili- (+ 11%) or Cambodia (+ 13%), our traffic has contin- ties that we do. VINCI Airports is able to draw on ued to grow much faster than the air transport the strength of VINCI Group, which has always market, which itself is continuing to expand. made concessions a central element of its strategy
* Excluding Toulon Hyères.
ACTIVITY REPORT 2015 - 15 1 VISION
and has developed over time an integrated exper- as in defining our environmental strategy in 2015. tise as a concession holder, investor, developer, Understanding the needs of licensing authorities builder and operator of services. We have inher- and proactively seeking to provide them with the ited this model. This positioning also enables right solution is another of our strengths, linked to VINCI Airports to support the growth of its air- VINCI’s DNA. When we win a new contract, we ports by anticipating, financing and guiding the apply a decentralised model that gives considera- necessary infrastructure investments. We have ble autonomy to the airport team so that they can developed advanced and effective project man- better respond to local issues. In terms of manage- agement skills through major projects like the ment, we strive for smooth transitions, since we doubling of capacity at the Phnom Penh and Siem believe in management continuity and value the Reap airports in Cambodia, which will be com- skills of our employees. pleted in 2016. These capabilities were decisive in responding to the expectations of the Chilean What are the growth prospects for government at its international airport in Santiago. VINCI Airports? Our strategy is opportunistic, adapting to the pri- What strengths does VINCI Airports rely on orities of each country in developing its airport in deploying its model internationally? companies. Concessions are increasingly com- VINCI Airports has long been an international mon in both Western and emerging countries as a company, having operated the Cambodian airports means of reducing debt, investing and achieving for 20 years. The 2013 acquisition of ANA was a excellence in infrastructure and services. It is first transformative step and 2015 marks a new therefore less about targeting a region of the world chapter in our history. Our model is well-suited to than analysing opportunities case by case and international development. Operating an airport is competing when we think we can bring sufficient a very standardised art that VINCI Airports per- value. With our recent developments in Portugal, forms according to the most stringent global followed by Chile and Japan, in addition to our standards and the universally high expectations proven experience in France and Cambodia, we for quality, safety and security. We also develop are establishing references that will serve our high standards of our own in all our airports such future growth.
16 - VINCI AIRPORTS 1 EXECUTIVE COMMITTEE
NICOLAS NOTEBAERT, chairman of VINCI Airports
JORGE PONCE DE LEAO, EMMANUEL MENANTEAU, ÉRIC DELOBEL, chairman and CEO of ANA, co-CEO, Kansai Airports (Japan) CEO Cambodia Airports Airports of Portugal
VINCENT LE PARC, PASCALE ALBERT-LEBRUN, TANGUY BERTOLUS, managing director executive director technical director France and CFO
CLAUDE ROBIN, ANNE LE BOUR, BENOÎT TROCHU, director of human resources communications director development director and sustainable development
ACTIVITY REPORT 2015 - 17 1 MODEL OF A GLOBAL OPERATOR
VINCI Airports’ concession-operator model is unique in its market. The company is first an investor, committed to unlocking the growth potential of the airports it manages. In doing so, it applies cutting-edge expertise developed through its experience as an airport operator.
AN OPERATOR’S AN INVESTOR COMMITTED FRONT-LINE EXPERTISE TO CREATING VALUE
18 - VINCI AIRPORTS ACTIVITY REPORT 2015 - 19 1 MODEL OF A GLOBAL OPERATOR AN OPERATOR’S FRONT-LINE EXPERTISE
VINCI Airports operates and builds airports: each day, its teams apply their full range of skills in designing and operating airports throughout the world. Multiple professions, some far from the public eye, play a crucial role in ensuring the smooth functioning of infrastructure facilities.
Sizing Commissioning As both an operator At the end of the work, and project manager, VINCI Airports prepares VINCI Airports knows how and supports opening Maintenance to anticipate infrastructure of the infrastructure, and equipment needs to in particular by organising Performed by technical services, match the expected quality the necessary tests maintenance is an essential airport of service and capacity (the mission of “ORAT”). function for ensuring 100% availa- at each stage of the bility of critical systems (electrical, passenger journey. computers, runway lighting...)
Airport ground plan Anticipating long-term infrastructure development enables capital costs to be optimised. This is technical management expertise.
Ground support From the time it lands at an airport to when it takes off, an aircraft requires many services: passenger check-in and boarding, guidance, power supply, baggage handling, de-icing, loading of food trays...
Operational coordination VINCI Airports optimises the management of operational Support functions resources (allocation of Like any business, an airport stands, gates, counters, etc.) includes the central functions of human resources, quality, accounting, marketing, Steering communications... VINCI Airports guides the implementation of the site and coordinates with its various stakeholders.
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Expertise related to operations
Expertise related to design and project management
Freight Express or postal freight operations, frequently Environment carried on at night, This service can be highly are a significant part developed at major airports to of an airport’s activity. include noise management, energy efficiency, preservation Traffic development of biodiversity... VINCI Airports airline marketing teams are in constant contact with companies and local tourism entities, seeking new opportunities for traffic growth.
Security VINCI Airports protects aircraft against fires and the risks posed by the presence of animals. Fire crews are present at each airfield.
Safety As part of its security mission, VINCI Airports organizes the screening of people and goods to prevent unlawful acts that would threaten the safety of operations. The operator performs these missions directly or through supervised Business partnerships contractors. An airport is also home to shops, restaurants, car rental companies, car parks... VINCI Airports partners with these non-aviation activities that generate passenger services.
ACTIVITY REPORT 2015 - 21 1 MODEL OF A GLOBAL OPERATOR
AN INVESTOR COMMITTED TO CREATING VALUE VINCI Airports works to achieve the full growth potential of the airports entrusted to it. Through its role as a daily operator, it knows the points of leverage for developing each platform. As a concession holder and investor, it has the resources to make this long-term vision a reality.
INNOVATIVE OFFERS AND SERVICES success of these development initia- TO GENERATE GROWTH tives. Through a unique and pragmatic To ensure the development of airports, approach to non-aviation activities, VINCI Airports deploys creative and merchant locations and operational proven expertise each day in the opera- flows are optimised to simultaneously tions of multiple platforms worldwide, increase revenues and passenger of varied sizes and profiles. Through its well-being. Free unlimited WiFi, imple- highly dynamic airline marketing, its mented in all network airports in 2015, airports outperformed the market in now serves as the technology platform traffic growth. VINCI Airports teams for innovative digital services to enrich use a methodology and the latest data the customer experience. to propose the best route creation opportunities to airlines while working Read the chapters on traffic, non-aviation activities with local stakeholders to ensure the and services to passengers.
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ACTIVITY REPORT 2015 - 23 1 MODEL OF A GLOBAL OPERATOR
In Cambodia, VINCI Airports initiated substantial investments to double the capacity of the two main airports (above, the new Phnom Penh terminal).
RELEVANT INVESTMENT, part of the VINCI Group was also crucial VINCI’S DECENTRALISED CULTURE DETAILED PROJECT MANAGEMENT to present the best offer to the Chilean Like VINCI, VINCI Airports’ culture is VINCI Airports uses precision planning government. decentralised to provide maximum tools as it anticipates airport infrastruc- > See pages on project management. autonomy to its airports. VINCI Airports ture needs in the short, medium and is nonetheless committed to ensuring long term. The objective is not to build A COLLABORATIVE APPROACH that each facility operates with strict for the sake of building but rather to TO DEVELOPMENT management responsibility for clear support growth: regular investments Recognising the importance of an airport profitability targets. The company relies are made at each airport that respond to to regional economies, VINCI Airports on managers who develop each activity local needs and keep the focus on cus- seeks to promote harmonious develop- and provides them with support and tomers. VINCI Airports’ operational ment that brings value to passengers, the best practices from its centres of exper- skills in construction project manage- region and commercial partners. The tise and throughout its network. This ment are differentiating in large projects company believes strongly in the impor- organisation makes possible the shar- such as the Arturo Merino Benitez tance of dialogue with each airport’s ing of certain costs, enabling smaller international airport in Santiago, Chile. stakeholders and joint implementation platforms to benefit from services that The ability to implement an integrated with licensing authorities of governance would otherwise be inaccessible to construction-concession approach as models adapted to each local context. them (legal, IT assets…).
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In France (above, Nantes Atlantique Airport) as in Japan (bottom, Kansai International Airport), an airport is a gateway to the world and a driver of local growth.
A «GLOBAL-LOCAL» VISION conscious of the importance of endur- nal growth in 2015, in Chile, Japan and THAT RESPECTS THE IDENTITY ing stakeholder relationships and the Dominican Republic, VINCI OF EACH AIRPORT applies the highest standards in terms Airports is today one of the top five in VINCI Airports adapts to each local of social, societal and environmental its sector worldwide. Its network, context while providing its global responsibility. When taking over the which represents a significant share of expertise and best practices in infra- management of an airport, it makes global air traffic, provides a pool of structure and quality of operations. The every effort to ensure a smooth transi- expertise and talent that the company company promotes each region’s spe- tion for employees and to offer them cultivates by promoting mobility and cific identity, including by promoting attractive career opportunities. In 2015, the sharing of good practices between the local heritage as in Cambodia VINCI Airports launched the initial airports. This critical mass also facili- where it supports Khmer traditional steps of an ambitious environmental tates relationships with commercial crafts through Artisans d’Angkor. strategy, common to all of its airports. partners and the creation of new ser- > See the chapter on sustainable development. vices. A RESPONSIBLE INVESTOR > See previous pages on VINCI Airports’ interna- When VINCI Airports invests in an air- THE STRENGTH OF A NETWORK tional presence and managed assets. port, it does so for decades as well as for After several years of very rapid growth its daily operations. The company is as well as significant success in exter-
ACTIVITY REPORT 2015 - 25 1 IMPRESSIONS
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“I’m part of Portway, a handling company. I check in passengers traveling on airlines that don’t have their own counter. In 2015, the airport worked with 40 airlines to connect Lisbon with 120 destinations.” ANA MARGARIDA ANDRÉ, check-in agent, Lisbon Airport, Portugal
ACTIVITYANNUAL REPORTREPORT 2015 - 27 “I am in charge of check-in, boarding and disembarkation operations. My work consists of welcoming passengers and facilitating their trip. Everything must be fluid, even during winter holiday peak traffic!” BASMA JARBOUAI, station chief, Grenoble Airport, France
28 - VINCI AIRPORTS “Ensuring the perfect orchestration of sorting flows and delivery of luggage at Lisbon airport is a big challenge with the very strong growth in traffic. Last year, we crossed the threshold of 20 million annual passengers.” SERGIO MIRANDA, baggage systems manager, Lisbon Airport, Portugal
ACTIVITY REPORT 2015 - 29 “I work on the runway in parking operations, aircraft movements and luggage transfer. The golden rules: safety and team spirit. The Siem Reap airport is very dynamic and receives many tourists from around the world. Increasingly, they come from Asia to visit the temples of Angkor.” RA RUN, runway agent, Siem Reap Airport, Cambodia
30 - VINCI AIRPORTS ACTIVITY REPORT 2015 - 31 “We work in the management of aviation operations, allocating airport resources based on the needs of airlines and organize passenger routes with regard to the services - check-in counters, boarding areas, aircraft parking, boarding ramps and buses. In an airport as active as ours, coordination is a very important issue. It involves complex logistics to enable smooth operations at all times.” MARC ZIMMERMANN AND CÉDRIC GABORIT, flight scheduling management coordinator and operating coordinator, Nantes Airport, France
32 - VINCI AIRPORTS “Nantes sees many families and leisure travelers. My role is to reassure them and help them find their way around, whether by obtaining information or locating their meeting spot in the airport. Seeking out contact with our customers helps us get to know them better.” ANNICK PHELIPPEAU, reception leader, Nantes Airport, France
ACTIVITY REPORT 2015 - 33 “Our station is on the airport premises. Our mission: to be ready at all times to fight fire, involving aircraft, of course, but also across the entire airport perimeter. We are also present during refueling.” SARA VIERA AND NUNO PINTO, fire chief and firefighter, Lisbon Airport, Portugal
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TRAFFIC DEVELOPMENT A PROACTIVE APPROACH IN PARTNERSHIP WITH AIRLINES
PROJECT MANAGEMENT ANTICIPATING GROWTH TO OPTIMISE INVESTMENTS
WELCOMING PASSENGERS CUSTOMER SERVICE INNOVATIONS
NON-AVIATION ACTIVITIES UNLOCKING EACH AIRPORT’S FULL POTENTIAL
SUSTAINABILITY ENVIRONMENT: A COMMON STRATEGY AT ALL AIRPORTS HUMAN RESOURCES: ENABLING GROWTH
ACTIVITY REPORT 2015 - 37 2
LOCAL DEVELOPMENT REGIONAL PARTNERS
VINCI Airports is committed long term to develop the airports entrusted to it and to ensure that they play their role as a sustainable economic engine in their regions. The company works to create value through a collaborative approach in which stakeholder involvement is essential.
AN OPERATOR AND INVESTOR sion. Air traffic development and work COMMITTED TO THE LONG TERM on non-aviation revenues are two essen- VINCI Airports has chosen to be a global tial levers. The ability to anticipate and operator in its market, in addition to control necessary infrastructure invest- being a concession holder and operator. ment is another fundamental growth Its commitment at each airport is factor. VINCI Airports is also creating demonstrated each day in the field as innovative services that enhance the well as over the long term, typically for passenger experience (for more details, several decades. A longtime investor, the see the sections below). company seeks to sustainably develop each airport, possible only through the THE CULTURE OF SHARED pursuit of growth opportunities tailored DEVELOPMENT to each region’s economic, social and VINCI Airports takes a proactive cultural conditions. VINCI Airports is approach and does not hesitate to invest aware of the important role an airport with its partners to ensure the shared plays in its region and works in partner- success of its projects. VINCI Group ship with delegating authorities and the places a high priority on consultation and local community at each platform for the listening to stakeholders, which is also public’s benefit. a tangible factor in development. For example, growth in air traffic is more THE RESOURCES OF sustainable when opportunities for route AN INTEGRATED MODEL openings are part of an ongoing dialogue VINCI Airports’ model seeks to apply its with local authorities, the tourism cutting-edge expertise to unleash the industry and airlines. Stakeholders also growth potential of the assets entrusted gain increasing trust in VINCI Airports to it. Its expertise in this area is drawn because they know that its development from operational experience that pro- proposals are firmly rooted in the vides a perspective unique to the profes- region’s economic reality. VINCI Airports
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In Japan, VINCI Airports and its partner ORIX joined with 20 large local companies to develop the airports of Kansai.
also works to implement best practices in VINCI Airports addresses each situation COMMITTED TO REGIONAL human resources management and individually, developing a customised PROMOTION social dialogue to offer its employees an approach through dialogue with clients Each airport is an important showcase environment in which they can thrive and stakeholders. The company’s highly for the promotion of its region. VINCI professionally and grow with the com- decentralised organization allows con- Airports places a priority on supporting pany. Each airport is also involved locally siderable flexibility to local teams who and highlighting the local heritage in civic actions. For example, in Portugal, are able to tap into and adapt central through the establishment of shops at ANA finances Vida i Paz, an association resources to respond to local needs. airports, and even including providing supporting the homeless, and with which This approach enables sharing of costs direct support to artisans in Cambodia ANA works to help those who have while providing access to the network’s (via the social enterprise Artisans d’An- sought shelter in airports. best practices. Company-designed cus- gkor). In its efforts to develop traffic, the tomer signage and furniture, for exam- company is actively involved in the AN APPROACH THAT ADAPTS ple, can be deployed at airports as part strategic thinking of the tourism sector TO THE REALITY OF EACH SITE of their investments and according to and takes part in regional promotion. All airports and regions are unique, their needs. Their design in several facing specific issues and having ranges reflects the diversity in size and different opportunities for growth. budgets of the network’s airports.
ACTIVITY REPORT 2015 - 39 2 LOCAL DEVELOPMENT
CAMBODIA SUPPORTING GROWTH
Present in Cambodia for more than 20 years, VINCI Airports operates the country’s three airports according to the highest international standards. The challenge: supporting economic dynamism and the strong double-digit growth in traffic by innovating on all fronts - infrastructure transformation and equipment modernization, development of traffic and the retail offer and promotion of the local economy.
ambodia is one of the fastest to ensure the smooth running of opera- growing economies in the world, tions. The teams also had to be trained Cwith record growth in air traffic in new, faster baggage sorting and new of nearly 13% in 2015. “Our role is to safety equipment. “Phnom Penh air- stimulate, support and anticipate this 5 million port definitely plays a role in develop- growth in the three airports entrusted passengers ing skills and is considered a training to us by the Cambodian government,” the capacity of Phnom Penh school, recognised for its values of said Chloe Lapeyre, Director of Phnom and Siem Reap airports following excellence,” said Chloe Lapeyre. “Using Penh airport. To accommodate future the extension work. equipment with modern technology, in flows of travelers, VINCI Airports took line with international standards, is a the initiative in 2011 of making signifi- necessity because we are a showcase cant investments (just over $100 mil- and a gateway into the country. The lion) to double the capacity of Phnom airport welcomes many investors and Penh and Siem Reap airports. This official visitors each year. With these expansion and renovation programme extensions, it really moved to another was completed in early 2016. During dimension of international airports.” construction, the airport, of course, x 3 To continue traffic development, remained in service, which required VINCI Airports airline marketing teams constant coordination between the Between 2005 and 2015, air traffic are working to promote Cambodian has tripled in 10 years in Phnom Penh. operational teams, technical manage- The milestone of three million passengers destinations. In Phnom Penh, this ment and the builder (VINCI Construction was surpassed in 2015. Siem Reap involves primarily developing relations Grands Projets) as well as fast reactions exceeded it the previous year. with airlines to offer them the most
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At Siem Reap airport, which serves the temples of Angkor, VINCI Airports stimulates traffic growth in cooperation with the tourism industry.
“With these extensions, Phnom Penh airport has relevant routes in the long term. business customers, it has opened a To grow traffic in Siem Reap, serving really moved to another 1,400-m2 lounge, for example, which Angkor, and the small airport at dimension of international operates according to standards simi- Sihanoukville, an emerging beach airports.” lar to those of major Asian airports destination, VINCI Airports organises such as Hong Kong and Kuala Lumpur. familiarisation trips for tour operators CHLOÉ LAPEYRE, DIRECTOR “In terms of the retail offer, the chal- (particularly from China). Road shows OF PHNOM PENH AIRPORT lenge is meeting the expectations of in India, Indonesia and the Philippines our various customer segments, which also help to increase awareness of the is not always simple and requires mar- Cambodian tourist offer in new mar- ket testing and data,” explains Chloe kets. In the wake of the economic Lapeyre. “We must find the right mix boom, Cambodian airport customers between international-level features, are changing, particularly at Phnom duty free luxury goods and Cambodian Penh. Cambodians now account for brands because one of the roles of an 20% of traffic and domestic travel airport is supporting local activity.” increased 50% in 2015 while freight For their part, international retailers continues to grow (+ 13%), still domi- see Phnom Penh airport as a first step nated by textiles but with increasing for establishing a presence in the coun- imports of technology products. At the try. In 2015, the airport welcomed forefront of these economic changes, Cambodia’s first Starbucks and was the the Phnom Penh airport is adapting. site of the first Burger King a few years To better serve growing numbers of ago.
ACTIVITY REPORT 2015 - 41 2 LOCAL DEVELOPMENT
VINCI Airports teams with the Cambodian government on Artisans d’Angkor, a company that supports and develops Khmer handicraft traditions.
CAMBODIAN AIRPORTS AS DRIVERS EMPLOYEE SAVINGS PLAN OF ECONOMIC DEVELOPMENT OFFERED TO VINCI EMPLOYEES Some 2.7 billion dollars (17% of GDP) IN CAMBODIA and 1.7 million jobs (20% of the working In 2015, the VINCI Group employee population): that’s the economic impor- shareholding plan, Castor Interna- tance of Cambodia’s airports according 7% tional, was deployed in Cambodia, to a 2015 analysis by the agency Utopies Growth forecast for Cambodia in 2016. responding to strong demand from using Local Footprint® methodology. Cambodia enjoys the world’s employees who subscribed in high The study took into account the air- third-highest growth rate numbers (see HR pages). As this was ports’ direct, indirect and induced (source: The Economist). the first time for this type of pro- activity and the impacts generated by gramme in Cambodia, VINCI Airports other sectors (textile industry and inter- worked closely with the government to national tourism) linked to air transport ensure the project’s success. infrastructure. ARTISANS D’ANGKOR SUPPORTS ENVIRONMENTALLY-FRIENDLY Traffic growth in 2015 TRADITIONAL ARTISANS CONSTRUCTION SITES in Cambodia In partnership with the Cambodian The expansion of Cambodia’s airports government, VINCI Airports has been was conducted according to the highest 13% for all airports in Cambodia a historic partner of the Artisans d’An- international environmental standards. 15.5% in Phnom Penh gkor, a mixed social entrepreneurial A review of water management led to company whose goal is to revitalise 9.2% in Siem Reap the implementation of highly advanced traditional Khmer crafts. processing systems. Tanks with a capac- 118% in Sihanoukville VINCI Airports organises and ity of 400,000 m3 will enable manage- finances the training of artisans and ment of runoff from the heavy rainfall in provides opportunities for the output of the rainy season and ensure the water- their workshops at several shops, ing of runways during the dry season. including in the airports.
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TESTIMONY
In Lisbon, the complete renovation of the food services space has had a major impact on sales.
“WE HAVE ESTABLISHED A GOVERNANCE SYSTEM WELL-ADAPTED TO THE SPECIFICS OF EACH REGION”
ne of the most significant that is generating the highest growth. events in 2015 for Portu- The airport is a crossroads that hosts a “O gal's airports was crossing complete ecosystem and a wide range the 20 million passenger threshold in of activities: shops and restaurants as Lisbon at the end of the year. Traffic well as car rental agencies and tour- increased by 11% over the entire ism entities, etc. An aircraft parts scope of ANA operations, confirming recycling company, AeroNeo, arrived the acceleration in growth since in 2015 on the perimeter of the airport VINCI Airports took over in 2013. Air- of Beja. The airport is also an employer lines now trust us to assess develop- THIERRY LIGONNIÈRE, and a corporate citizen in its region. ment opportunities at fair value. The Chief Operating Officer, ANA With the acquisition of ANA, VINCI year was also dedicated to an exten- Airports proposed a principle of gov- sive programme of investment at all ernance to the Portuguese govern- airports. Commercial areas were ment adapted to the specific modernised in Lisbon, Porto and circumstances of each region: each Funchal. They are at the heart of the airport has an Advisory Committee passenger journey and form an In Lisbon, for example, we devised a with representatives from leading important element in how travelers reorganisation project to increase the local bodies. These committees are perceive the quality of service. capacity of terminal 2 with a limited institutionalising our cooperation and Managing traffic growth while pre- investment, in record time and without provide local authorities with direct serving passenger comfort sometimes contractual obligation. This terminal access to the top management of requires specific and agile solutions. serves low-cost carriers, the segment VINCI Airports and the VINCI Group.”
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FOCUS
A YEAR IN PORTUGAL
MARCH 2015 MAY 2015 SUMMER 2015 Inauguration of an easyJet hub in Porto. Launch of free and unlimited WiFi Opening of the new 1,555-m2 food Porto elected third best airport in all ANA airports. court in Terminal 1 at Lisbon airport. in Europe by Airports Council JUNE 2015 DECEMBER 2015 International (ACI). Opening of the new ANA lounge Lisbon airport welcomes its Deregulation of air traffic in the Azores. at Lisbon airport. 20 millionth passenger of the year. Traffic growth over the year: 25.7% Signing of a €6.4m contract 38.9 million travelers visited APRIL 2015 to strengthen and reshape ANA airports in 2015. Several Portuguese airports attain the runway at Funchal airport. Porto surpassed the threshold Airport Carbon Accreditation JULY AND AUGUST 2015 of 8 million passengers for the first level 2: Faro, Madeira, Porto Santo, time and Ponta Delgada, in the Azores, Summer traffic record. Ponta Delgada, Horta, Santa Maria one million passengers. and Flores (see Environment pages).
Portuguese airports outperform average growth in Europe and globally 11% 9.5%
ANA airports traffic growth 5.5% 5.2% 5.0%
4.8% 11% in 2015, 9.5% in 2014
3.9% 3.9% and 5% in 2013. 2.6% 1.8%
1.4% 49 new routes opened in 2015.
2012/11 2013/12 2014/13 2015/14
ANA airports ACI Europe ACI World
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TRAFFIC DEVELOPMENT A PROACTIVE APPROACH IN PARTNERSHIP WITH AIRLINES VINCI Airports builds relations of trust and works closely with airlines to maximise opportunities for traffic development. The company’s aviation marketing leverages its detailed forecasting capabilities, strengthened by an increasingly extensive network.
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The 6 million annual passenger threshold was crossed in Cambodia. In 2015, VINCI Airports convinced four new airlines to open routes with the country.
A year of strong growth + 11.4% AN ONGOING DIALOGUE overall growth for all VINCI Airports customised to meet each airline’s specific facilities (including Toulon Hyeres). WITH AIRLINES needs. The objective: foster sustainable VINCI Airports is fully engaged in work- + 11% traffic growth while building enduring ing with its partners and taking a crea- in Portugal. relations of trust with the airlines. tive approach to developing traffic, a vital + 13% means to create value. The company’s in Cambodia. INDUSTRY-LEADING TRAFFIC marketing teams maintain relations with FORECASTING more than 150 hundred airlines. Its + 12.5% VINCI Airports uses an advanced meth- decentralized network means airlines in France odology to produce traffic forecasting work directly with marketing team (including Toulon Hyères). that is at the forefront of the industry. members who best know the local area. 80 Between new concession contracts and Using extensive data from its interna- new routes. organic growth, the company doubled its tional network, VINCI Airports is also traffic in 2015 to advance to a leading able to propose appropriate solutions position in its sector. This growth has
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Lisbon now welcomes more than 20 million passengers annually.
Several traffic thresholds added to VINCI Airports’ database and crossed in 2015 picture of each market. VINCI Airports experience in operating and developing 6 million also partners with airlines in anticipat- airports of all sizes, enhancing its avia- passengers in Cambodia, Phnom Penh ing their needs and supporting them tion marketing analysis and vision. exceeding the 3 million-passenger with solutions that reduce risks in the Locally acquired data, field surveys and threshold, following Siem Reap in 2014 opening of new routes. Its intermediary studies also feed the company’s ability to role includes working with tourism enti- assess the potential for new routes, con- 20 million ties like tour operators to ensure that the passengers in Lisbon. sidering factors such as economic dyna- first flights to a destination are fully mism, tourist and trade flows and the 8 million booked. Familiarisation trips organised presence of diaspora or student commu- passengers in Porto. with tour operators, tourist offices and nities. With its advanced econometric travel agencies explore a destination’s models, VINCI Airports’ industry-leading potential. This was an important promo- predictive capabilities allow it to estimate tional tool for the airports in Cambodia, traffic development correlated to factors for example, helping to generate traffic such as GDP, airline ticket prices (yield), with China through the offer of charter tourism and market share for low-cost trips during Chinese New Year celebra- carriers. tions. VINCI Airports is also committed A significant development to promoting the regions around its air- A PROACTIVE APPROACH effort in 2015 ports. Other actions include incentive TO TRAFFIC DEVELOPMENT rate solutions, such as increasing the VINCI Airports consults with regional 140 attractiveness of airports during off- partner airlines, including 7 in 2015 stakeholders to ensure success at every and 40 new low cost companies. peak periods to balance over-reliance on step in the development of new routes. seasonal peaks, or facilitating establish- Upstream, its teams exchange with local + 600 ment of hubs (see focus below). When tourism (tour operators, hotels, travel one-on-one meetings with airlines. entrusted with responsibility for a new agencies, tourism offices…) and economic 80 airport, VINCI Airports engages well entities (chambers of commerce, new routes opened in 2015 upstream in seeking paths to traffic employer associations…) to refine their and during winter 2015-2016. development.
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OPENING NEW BASES A LONG-TERM PARTNERSHIP
The installation in 2015 of a new easyJet hub in Porto is a milestone in the evolution of relations with the low-cost airline. EasyJet is opening several new routes and benefitting from VINCI Airports’ active commercial support.
Establishing a base at an airport i.e. housing planes overnight, constitutes a risk and represents a strong vote of confidence in its development prospects.
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The highly dynamic Porto airport was voted the third best airport in Europe for customer services by Airports Council International (ACI).
“Traffic development is n 2015, following a call for tenders, first and foremost about Luton) and two new services (Luxem- easyJet decided to establish a new partnering with the airlines bourg and Nantes), operating now a total IEuropean base at the Porto airport. of 12 routes from Porto airport. It thereby This represents an important commit- on our shared goal of increased its capacity at Porto by 12.7% ment for the airline as it means two determining the market’s adding more than 345,000 seats for a planes will be housed overnight at the total of more than 1.2 million seats airport. “Traffic development is first and best opportunities.” available. “The openings will continue foremost about partnering with the air- FRANCISCO PITA, throughout the next years and we will lines on our shared goal of determining ANA MARKETING DIRECTOR work with easyJet to develop additional the market’s best opportunities,” says opportunities” says Francisco Pita. ANA marketing director Francisco Pita. Among several important factors in the “When a company installs a base at an success on the tender is the dynamism airport, it is investing in its future devel- of Porto, one of Europe’s fastest growing opment, a very strong sign of confidence.” cities during recent years. “It is also a The presence of a base resolves certain destination that has a very good mix of logistical issues for an airline, enabling it traffic segments between passengers to operate flights earlier in the morning who travel to visit family and friends and attract more business customers. and those who fly for business and tour- “For some time, we’ve recognised that ism,” comments Francisco Pita. “The these customers are flying on low-cost traffic is not subject to excessive sea- carriers too,” says Francisco Pita. The sonal bias, thanks to ‘city breaks’ that Porto base also will enable easyJet to offer long urban tourism weekends.” The more easily reach destination airports airport is also strategically placed to where it doesn’t have a base. In 2015, it serve traffic from the northwest of opened five new routes (Manchester, Spain. “easyJet already knew Porto air- Bristol, Toulouse, Stuttgart and London port, but we provided additional traffic
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In 2015, easyJet based two aircraft at Porto while Ryanair (already present in Porto) benefitted from the deregulation of traffic to the Azores, basing an aircraft in Ponta Delgada.
data and proposed new routes to the degree of certainty about the airport welcomed a Ryanair base. Quarterly airline.” The airport also worked with charges they will have in the medium meetings with easyJet are devoted to local and national tourism authorities to term, which is important for them,” says reviewing key indicators at the base, devise solutions to promote Porto in dif- Francisco Pita. The presence of a base which reflect the excellent services pro- ferent European markets. Another inter- also requires skills and a specific organ- vided by VINCI Airports. esting argument is Porto’s incentive isation to conduct operations flawlessly, “Our main challenge is now to main- pricing policy, designed to attract air- advantages that already exist at Porto. tain this level of quality in a growing air- lines bases. “ANA’s pricing regulatory The airport has been home for years to a port,” says Francisco Pita. In Porto, traffic model allows airlines to have some TAP based operation and more recently increased 16.6% in 2015, a new record.
+ 16.6% 2 With 11% growth in air traffic aircraft for easyJet base in Porto, average growth, at Porto in 2015. 2015 marked a record year The airport has surpassed the level 5 for ANA airports in Portugal of 8 million passengers annually. new destinations and 2 new services on existing routes.
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TESTIMONY
A particularly proactive development approach enabled traffic to grow together with the local economy, in small or large airports: + 7.6% in Rennes, + 13.5% in Dinard in 2015.
“TRAFFIC DEVELOPMENT IS A COLLABORATIVE EFFORT WITH AIRLINES AND LOCAL STAKEHOLDERS”
e recorded increases in demonstrate the potential of this very traffic of 7.6% at Rennes active economic area. We cross our “Wand 13.5% at Dinard in market data with major tourism busi- 2015, far surpassing the sector’s nesses (hotels, golf courses...) to domestic growth levels. Growth in develop customer segments. At Dinard Rennes airport is mainly driven by airport, 2015 was marked by a strong European routes, especially those of increase on Ryanair’s route to Lon- Vueling with whom we have estab- don-Stansted, with passenger traffic lished a very good relationship over growing 11.5% and flights filled to an time through route openings to Barce- FANNY CHARLES, average of 83% capacity, which is truly lona in 2013 and a seasonal route to development manager for the airports remarkable. Our data showed a large Palma the following year, followed by of Rennes and Dinard British population in Dinard as well as service to London, Rome and Bastia. many French people who work in Rennes recorded significant traffic London. We promote different desti- growth (+ 12%) to Paris Charles de nations in our area through multiple Gaulle (with Air France), spurred by a channels. Local authorities are vital change in aircraft to shorten flight partners for us. Rennes supported us times between the two cities to 50 during the opening of the Rennes- minutes from 1:15. The time savings Rome route with Vueling, including by are decisive for passengers, 80% of investing in communications, which whom are business customers trave- reinforced the airline in its decision. ling to Paris to connect to long-haul We also work a lot with the cities of flights. To convince Air France, we Dinard and Saint-Malo. Of course, the held a number of meetings with new developments are a source of Rennes companies and the city to pride for the region.“
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IN BRIEF Azores VINCI AIRPORTS SUPPORTS OPEN SKIES The public service obligation that had previously restricted air service to the Azores to Portuguese companies TAP and SATA was lifted in March 2015. As a result of the arrival of low-cost airlines in particular, the airport of Ponta Delgada crossed the one million passenger threshold in 2015. Ryanair has also based aircraft there. VINCI Airports helped the airlines by providing historical information on routes and feedback on the deregulation of air service at Funchal (Madeira). Traffic growth between the Azores and the mainland rose 20% over the year.
Santiago, Osaka Cambodia NEW AIRPORTS WITH HIGH GROWTH POTENTIAL CONTINUED GROWTH: The international airport of Santiago, Chile, which joined the VINCI Airports network in October 2015, is the sixth busiest in NEW CONNECTIONS South America. A major LATAM hub, the airport provides important TO EMERGING MARKETS connections to Australasia and North America. The highly dynamic VINCI Airports continued its development host country imposes few restrictions on airlines, encouraging traffic of Cambodian destinations by organising development - including in the still underexploited low-cost segment. familiarisation trips, especially in Japan, As a result, significant potential remains for new exchanges with other as well as roadshows in emerging tourism airports in the region as well as to Asia and Oceania. New European markets such as India and the Philippines. routes should also open in 2016, to Milan, London and the Middle East. After two years of this strategy, India has In Japan, meanwhile, VINCI Airports signed the concession contract for become one of the top 15 countries of the operation of Kansai airports, the country’s second largest platform, origin of travelers to Cambodia. Four new which will benefit from the development of regional tourism, especially companies have opened international routes Chinese, as well as the activity of low-cost companies that are gaining from Cambodia, including low-cost Hong market share in Japan. Kong Express and Cathay Pacific, which is dedicating a Boeing 747 to the Hong Kong-Singapore-Penang (Malaysia)-Phnom Faro Penh circuit. Connections to Chinese cities have expanded to Tianjin, Xiamen and BALANCING SEASONAL TRAFFIC Chongqing. The emerging beach destination At Faro, an airport with highly seasonal activity dominated by tourist airport at Sihanoukville has also experienced influxes, VINCI Airports reviewed its pricing policy to further balance international development with Sky Angkor traffic throughout the year. To support this end, the airport joins with Airlines opening routes to China (Hangzhou) local tourism companies in promoting new tourist products (cycling, and Silk Air to Singapore. The airport’s traffic hiking, golf ...). These efforts bore fruit in 2015 with new routes and more than doubled in 2015. with extension of routes into the winter. Flights nearly 90% full in Faro demonstrate the relevance of the commercial approach deployed together with the companies at this airport.
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PROJECT MANAGEMENT ANTICIPATING GROWTH TO OPTIMISE INVESTMENTS Infrastructure investment is a fundamental means of driving airport development. VINCI Airports provides investment guidance with a long-term vision and a focus on creating value. Its project management expertise, drawn from its considerable operational experience, enables it to optimise the intersections between concessions, operations and construction.
THE GLOBAL VISION OF A ANTICIPATING NEEDS CONCESSION HOLDER, PROJECT TO INVEST IN THE RIGHT MANAGER AND OPERATOR PLACE AT THE RIGHT TIME A concession holder and longtime stake- VINCI Airports draws on its experience holder with regions, VINCI Airports of running the daily operations of an brings its focus on long-term value expanding range of airports, represent- creation to each airport. Infrastructure ing assets of all sizes and profiles, and a investment is a key driver of this interac- growing number of international plat- tion and an area in which VINCI Airports forms. Its scope includes tourist desti- applies its expertise to promote growth nations as well as business airports. and respond to the needs of its clients: its VINCI Airports thus possesses a con- sharp business vision allows it to estab- siderable pool of data that it uses to lish an evolutionary strategy and effi- accurately anticipate future short-, ciently manage infrastructure. medium- and long-term needs for any
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By taking the initiative for ambitious expansion work in Cambodia, VINCI Airports was able to anticipate and accommodate the very strong growth in traffic.
infrastructure. Its consulting office leveraged to give passengers unlimited of purchasing through specialised equip- and technical departments use cut- WiFi, clearer signage and more comfort- ment suppliers. It also draws upon its ting-edge tools to build scalable invest- able furniture. experience as an operator in its project ment scenarios. Regularly updated management role, an assurance of opera- master plans for each platform synthe- DURING CONSTRUCTION, tional relevance (see article on Santiago, size the needs of all stakeholders and AN EXPERT AND FULLY INVOLVED Chile, below). are key tools for prioritising and PROJECT MANAGER Membership in VINCI is also an asset designing projects. When an investment project is launched, when specific project management (e.g., VINCI Airports deploys its project pavement management) or construction PUSHING ALL THE LEVERS management skills to provide effective expertise are needed. FOR DEVELOPMENT guidance and ensure the highest quality In recent years, VINCI Airports’ project VINCI Airports is convinced that infra- standards for passengers and other management skills have deepened structure investment can and must be stakeholders - licensing authorities, of during its many projects, including in more than just an automatic response to course, as well as airlines and the air- Cambodia, Portugal and Tajikistan – location or maintenance problems. Every port’s economic community. Its teams large-scale projects on international plat- intervention is an opportunity to rethink take on supervisory roles for design, con- forms with no interruption of traffic and the services available to airport partners. struction and management of project performed according to the highest qual- It provides an opportunity to reconsider modifications as part of its ongoing tech- ity and safety standards. Ongoing work in the flow and location of businesses to nical relationship with the client. VINCI Cambodia and in Santiago, Chile, con- improve the passenger experience while Airports can now leverage its leadership tinue to contribute to this differentiating increasing airport revenues. It can be position to contribute to the optimisation knowledge.
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SANTIAGO AIRPORT IN CHILE PROJECT MANAGEMENT, KEY SUCCESS FACTOR
The consortium formed by VINCI Airports with ADP and Astaldi is responsible for operating the international airport of Santiago for 20 years. Its first challenge: performing construction worth $930m with no interruption in airport activity. The consortium’s technical leadership depends on the operational expertise of VINCI Airports to provide the builder the 10% of knowledge needed for a perfect design.
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The model, created in BIM (Building Information Modelling), serves as a tool for maintenance, organisation and the planning of future work.
6e largest international airport 7,000 plans $930 million in South America. or 12,000 design the construction budget: documents reviewed – Renovation and expansion 98% by the project manager of the country’s international traffic. of the current terminal – Construction of x 2 a new 220,000-m2 terminal in less than 5 years: the airport should – Creation of + 900,000 m2 very quickly double its capacity, from of infrastructure 16 to 30 million passengers annually. (taxiways, aprons, roads, car parks)
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The construction and renovation should start in the summer of 2016, following a very short study phase.
“These measures cannot be improvised: to master this essential information to a perfect design, the ince October 2015, the Nuevo Puda- perspective of an airport ator and developer and the know-how in huel consortium of VINCI Airports operator is essential.” design-build of VINCI Construction and its partners ADP and Astaldi, has Grands Projets, which will carry out the S XAVIER LORTAT-JACOB, been operating the international airport construction through a joint venture with of Santiago, Chile, under a 20-year con- TECHNICAL DIRECTOR OF Astaldi. The project management work of cession. The contract signed in April 2015 THE CONCESSION COMPANY VINCI Airports, a central link in the with the Chilean Minister of Public Works exchanges between concession holder also provides for a major construction and builder, is essential to the success of programme that will nearly double the this integrated creator of value. airport’s capacity from 16 to 30 million The tight construction schedule pro- annual passengers. The project includes vides only a few months between the the renovation of existing facilities, signing of the concession decree in April including the redevelopment and exten- 2015 and the transfer of airport opera- sion of the existing terminal and the tions to Nuevo Pudahuel. Construction financing, design and construction of a should begin in summer 2016. Another new 175,000-m² international terminal. challenge of this project is the need to The selection of Nuevo Pudahuel as carry full operations at an airport that is concession holder is due largely to its reaching saturation. The construction vertically integrated approach, one of the will take place in 30 phases, a complex strengths of the VINCI Group, which is logistical ballet to enable the work present throughout the airport activity and operations to go forward without value chain. VINCI Airports brings to the affecting passenger service. The project project its expertise as an investor, oper- management construction team must
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The project management of the construction is an essential link to meeting the challenge through the integrated concession-construction approach.
Nuevo Pudahuel concession consortium guarantee this harmony and is the point (5-10% of the total $930m), but is essen- of contact for the construction consor- tial to the smooth running of operations. tium. This team oversees the design, Aéroports de Paris (45%) It is required to specify the technical manages the information systems, + systems, baggage sorting, aircraft jet- forms a joint procurement team with ways, airport information systems and VINCI Airports (40%) the builders and is responsible for moni- passenger flows. “These measures can- toring the contracts. It is also responsi- + not be improvised: to master this essen- ble for maintaining the relationship Astaldi (15%). tial information to a perfect design, the with the client and submitting any pro- perspective of an airport operator is posed project optimisations. “The pro- It will operate the International Airport essential,” says Xavier Lortat-Jacob. ject manager must ensure that the in Santiago until 2035. At the request of the Chilean govern- project is in line with client’s expecta- ment, work on the site is organized tions and our needs as the future opera- around common Building Information tor, while obviously staying within a The design-build consortium Modelling (BIM), which supports the 3D very specific budget framework,” says responsible for the work design and integrates the life cycle of Xavier Lortat Jacob, who heads the future buildings. VINCI Airports and 30-member team. During the short VINCI Construction Grands Projets have design phase, completed in February already used this tool on previous air- 2016, the project manager and the RAPPORTVINCI D’ACTIVITÉ Construction 2015 - 07 port projects in Tajikistan and Cambo- builder conducted a design review cov- Grands Projets (50%) dia. BIM gives all site stakeholders ering more than 7,000 plans. The knowl- + access to the same information, which edge provided accounts for a minor Astaldi (50%). contributes significantly to the effi- portion of the project’s overall budget ciency of their exchanges.
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TESTIMONY
The Chilean economy is highly dynamic and geography makes air transport a must for access.
“OUR TEAMS’ EXPERTISE IN TRAFFIC DEVELOPMENT AND NON-AVIATION REVENUES IS A REAL BENEFIT”
ur development policy because it was supported with focuses primarily on in-depth analyses that showed the “O assets where we believe very significant growth potential. The we can add value through our exper- airport benefits from the country’s tise. We focus on complex tenders dynamism and traffic has increased that include significant construction 9% annually over the last 20 years. such as Santiago, because we know And this is without benefitting from that with VINCI Construction’s sup- the massive industry trend in the port, we can present a very strong emergence of low-cost carriers. Sev- technical bid. The upstream phase to ASTRID TRAN BA HUY, eral airlines, including Sky Airline, the start of the tender is critical to project development manager the main challenger of LATAM, are fully understand the project environ- at VINCI Airports considering this market today. In ment. In Chile, it allowed us to quickly terms of non-aviation activity, we understand the requirements of the also believe we can bring new growth Chilean government, which didn’t to Santiago airport. Our proposals necessarily want us to propose crea- include improvements to the configu- tive alternatives but expected a very ration of shops. Our teams’ strong thorough execution. Chileans have a accuracy of our proposal that convinced focused expertise in traffic develop- lot of experience in concessions and them, especially regarding the phasing ment and non-aviation revenues are very rigorous in their procedures. of construction in coordination with the gives us an advantage over competi- We scrupulously respected their operations, which won the best techni- tors who are purely financial or who specifications and it was probably the cal score. Overall our offer probably won outsource these areas of expertise.”
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IN BRIEF Toulon RUNWAY REPAIR VINCI Airports has operated Toulon Hyères airport since April 1, 2015. The concession contract provides for runway repair work that will begin in the fall of 2016. The ability of VINCI to provide the integrated response of an operator and project manager was instrumental in the success of its offer. A VINCI Concessions project management unit specializing in road projects was also sought. The challenge: perform the work without Cambodia service interruption on a runway shared with the army, the airport’s main tenant. DOUBLING OF CAPACITY FOR CAMBODIAN AIRPORTS An expansion project begun in 2011 will double capacity at Phnom Penh and Siem Reap airports (from 2.5 to 5 million passengers for each platform). VINCI Airports holds the concession for the Cambodian airports until 2040 and has taken the initiative for this $100m investment in order to support the strong growth in traffic (12.8% in 2014, + 14.8% over the first nine months of 2015). In Phnom Penh, the new wing of the airport was opened in 2015 and work continued on renovations to the existing wing in preparation for its inauguration in March 2016. Work at the Siem Reap airport was completed in 2015.
Clermont-Ferrand Portugal NEW BUSINESS TERMINAL RENOVATIONS CONTINUE At Clermont-Ferrand airport, a new business VINCI Airports is currently managing a five-year, €275m investment terminal was built in six months and plan for the 10 Portuguese airports of ANA. Each project provides for opened in December 2015, a €1m project. joint reorganisation of the airports’ operational and commercial areas. In Grenoble, Chambéry and Clermont- In Faro, terminal expansion work began in 2015, with a budget of €35m. Ferrand, concession authorities renewed The expansion will accommodate traffic growth, including from their confidence in VINCI Airports in recent low-cost airlines. The public area of the terminal and the duty-free years with initial public service delegations area will be enlarged to improve the customer experience. To better extended through concession contracts manage the highly variable occupation of this tourist and seasonal connected with investment programmes. airport, VINCI Airports has developed a modular approach with a capacity to adjust to needs after the high-season period. The modernisation of Lisbon airport also advanced in 2015. The worksite is precisely phased to maintain operations at a time of strong traffic growth. The renovation of a runway is part of the construction programme. The €9m programme will be carried out over two years amidst strong operational constraints: the work must be carried out during a narrow window at night (between midnight and 5 a.m.), at a rate of 10 metres per day, with quick-drying materials and close attention to safety.
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WELCOMING PASSENGERS CUSTOMER SERVICE INNOVATIONS
To offer each passenger a seamless, enjoyable and stress-free experience, VINCI Airports develops and implements useful services that respond to passenger needs. Convinced that digital is a particularly useful tool to achieve this vision, the company launched a strategy based on collective innovation in 2016.
MAKING AIRPORTS LIVING PLACES strong service culture among its employ- More than simply a technical and finan- ees and service providers (see section cial centre, the airport is first and fore- below on Smiling Day). It also carries out most a place of life. For this reason, studies and surveys to measure the the passenger is the central focus in all quality of its operations and support its operations managed by VINCI Airports, drive for continuous improvement. New which constantly seeks solutions and ideas are an important means of continu- services that improve well-being and ing to offer an excellent level of service to comfort for travelers. travelers.
DAILY CONTACT WITH PASSENGERS RECOGNIZING SPECIFIC Meeting customer expectations means LOCAL NEEDS understanding them. At VINCI Airports, VINCI Airports works to adapt airport customer knowledge is developed services and shops, especially by pro- through constant contact on the ground moting local heritage. Non-aviation between airport operational teams and activities are a means of growth for the passengers. The company promotes a airport as well as contributing to passen-
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Opened June 1, 2015, the new lounge at Lisbon airport offers all travelers a moment of relaxation or entertainment. With its 900 m² and its view of the runways, the space offers several types of seats, restaurants, showers and a spa, designed for maximum comfort.
ger satisfaction. VINCI Airports also pays respect the diversity of local characteris- 2015 (see following pages) as part of a close attention to the evolution of differ- tics, each airport is free to invest in and three-year roadmap, with the first steps ent customer segments. As part of the gradually deploy several lines of modular scheduled for implementation in 2016. expansion work at Phnom Penh airport, a equipment according to its customers, This effort builds on the free and unlim- new business lounge was opened that cultural context, priorities and means. ited WiFi deployed in all network meets the standards of major Asian airports in 2015 through a unique part- international airports to support traffic A STRONG DIGITAL AMBITION nership with the ISP Nomosphère. WiFi growth of business travelers. VINCI To develop new differentiating services capability responds to a strong cus- Airports has defined a customer experi- tailored to customer needs, VINCI tomer expectation as well as enabling ence for all of its airports, with signage Airports believes in the opportunities opportunities in the future to optimise and furniture designed to create a pleas- opened by digital technologies. In devel- passenger flows within an airport and ant experience for travelers in which oping its digital strategy, the company provide offers to travelers matching everyone can easily find their way. To launched a major project at the end of their profile and geographical location.
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DIGITAL STRATEGY INNOVATING TO ENRICH THE CUSTOMER EXPERIENCE
In early 2016, VINCI Airports launched an ambitious digital strategy. Its approach incorporates airport best practices and leveraging the collective intelligence of teams to seek breakthrough innovations. The goal: offer services that bring value to both passengers and airports.
Digital enables relationship building with passengers, extending beyond their time in the airport.
ince 2015, free unlimited WiFi has passengers and accompany them, both been deployed in all VINCI Airports far upstream and downstream through- Sfacilities, opening multiple opportu- out their airport experience.” Identifying nities to improve the passenger journey. and bringing together existing airport “We had already built our online pres- innovations is, of course, an essential ence and therefore were ready to take the preliminary step. “Rather than starting next step in building on this foundation with a blank page, we’re able to evaluate to deliver value to our customers,” says our best practices to make them truly VINCI Airports Communications Direc- differentiating,” says Julie Lecomte, Digi- tor Anne Le Bour, who directs the compa- tal Communications and Development ny’s digital strategy. “We are now able to Manager. Several airports have already use digital to extend the relationship with launched innovations such as ANA’s
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Free unlimited WiFi, deployed in all network airports in 2015, provides a foundation for proposing new offers.
“We use digital to bring innovative and useful “click and collect” Duty Free system in services to passengers Around 100 VINCI Airports employees the Portuguese airports and a widget while also growing the were asked to select the ideas that seem from Nantes Atlantique Airport (see the airport’s revenues.” most promising. These were then testimony of Christiane Jenny below). screened for their technical and “busi- “Our idea is not to deploy all services at ANNE LE BOUR, ness” feasibility. VINCI Airports also all airports - asking Quimper to develop VINCI AIRPORTS COMMUNICATIONS relies on startups to find new ideas for the same tools as Lisbon would be DIRECTOR innovative digital services to make absurd. We will respect the size and available to passengers. This approach needs of each location while developing includes the VINCI Startup Tour through structuring tools such as WiFi, CRM which meetings were held with and customer loyalty programmes.” 131 startups in France, Portugal and Looking for innovations that can England in February 2016. Startups become factors of differentiation, VINCI brings their ideas while VINCI Airports Airports also calls on the creativity of makes available the skills of expert a cross-company working group to employees who providing coaching and consider services that could add value support to develop the solution and for both airport businesses and passen- testing at a suitable proving ground. The gers. “These double criteria are essen- winning startups are invited to develop tial,” says Anne Le Bour. “We want to an experiment at an airport under real improve the customer experience to conditions. Passengers will be invited to build loyalty and differentiate ourselves spend their waiting time answering from our competitors as well as lever- quizzes and consumer surveys and can aging digital to develop our aviation and win gifts or discounts in airport partner non-aviation activities.” shops during the test.
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TESTIMONY
Being in daily contact with passengers enables a better understanding of their expectations. Nantes Atlantiques Airport also conducts numerous studies and surveys (15,000 people are interviewed every year).
“WE ARE ORGANISING OURSELVES TO MAKE THE CUSTOMER JOURNEY AS FLUID AS POSSIBLE”
ur team is in charge of customers and ensure their satisfac- non-aviation marketing tion, which we measure at several “O and also performs com- strategic points in the passenger jour- munications, studies and customer ney. We interview over 15,000 people focus activities. When we receive a per year and have developed a strong question from a passenger, whatever centre of expertise regarding cus- the channel, we go to the relevant tomer expectations. All this allows us operational team. We try to make the to identify the issues on which we customer experience as fluid as possi- need to improve and react through ble: there are 80 different companies CHRISTIANE JENNY, operational action plans. We have operating at Nantes Atlantique Airport Marketing Director completed work on baggage claim but, of course, it’s not up to the cus- at Nantes Atlantique Airport wait times and set up a display that tomer to know who does what. In communicates the estimated delivery order that everyone in the airport can time. Digital is a very interesting way best inform passengers, we devised to bring value to our customers. In activities like Smiling Day and Live 2015 we launched an online parking my life. In five years, 400 employees reservation system in response to have changed jobs for a half-day to strong customer demand. We’ve discover the perspectives of other already created a widget, Nantes professions. We believe it important Atlantiques Pro, which provides a that a person who works in a restau- flow of information to travel agents. rant can help a client who has lost During the VINCI hackathon in 2015, their luggage. We also conduct many we met the startup The Little Extra quantitative and qualitative surveys with which we are working today to to develop our knowledge of airport test its services in our airport.”
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FOCUS Lisbon AIRPORT RESPONDS TO THE NEEDS OF ITS SMALL PASSENGERS Airplay spaces allow passengers traveling with young children to relax and access hygiene and essential feeding products. They also feature regularly scheduled fun activities.
Nantes SPACE RENOVATED TO WELCOME PEOPLE WITH DISABILITIES Offering passengers more comfort and peace of mind is a priority for VINCI Airports, which provides its airports with signage tools and furniture designs. As part of enhancing the customer journey, Nantes Atlantique airport has renovated the space dedicated to welcoming two passenger segments with special needs, people with disabilities and unaccompanied children.
Smiling SMILING DAY CELEBRATES A CULTURE OF SERVICE Bringing airport employees to meet passengers, even those that do not normally work with them directly, is the objective of the annual Smiling Day, involving all VINCI Airports employees and providers. On March 27, 2015, 900 of them welcomed more than 130,000 passengers with offers of coffee and pastries. The operation was conducted across the network of airports in France, Portugal and Cambodia. Travelers were also invited to participate in a Facebook smiles competition.
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NON-AVIATION ACTIVITIES UNLOCKING EACH AIRPORT’S FULL POTENTIAL Non-aviation activities can be an important source of revenue for an airport. VINCI Airports works with its commercial partners and reviews passenger flows and operations to unlock growth. The objective: ensure development of airport retailers while delivering value to passengers.
A DRIVER OF AIRPORT IMPROVING THE OVERALL DEVELOPMENT PASSENGER EXPERIENCE Non-aviation activities represent 46.5% VINCI Airports believes growth in of the revenues of privatised airports non-aviation revenues must go hand- today. In 2014, the Airports Council in-hand with optimisation of opera- International (ACI) estimated that this tions, ultimately leading to better share could increase to 60% by 2020. quality passenger service. Each airport Non-aviation revenues, including from seeks to minimise stress and the wait- distribution, vehicle rentals, parking ing time involved in the essential steps facilities, property, advertising space of check-in and security screening. rental and telecommunications, are an Fluidity of operations contributes to important part of airport activity and both passenger well-being and the particularly crucial for sites approach- success of merchant offers during pas- ing mature levels of traffic. senger free time. VINCI Airports there-
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VINCI Airports partnered with the retail chain Trib’s, responding to the needs and space constraints of small airports.
fore works to ensure that both aspects viding traffic data to enable offers to be regardless of its size. Small French ter- of airport operations are addressed more readily matched to the expecta- minals benefit from a partnership effectively. In Portugal, for example, tions of various passenger segments. formed with the press distribution and joint working groups of operational food brand Trib’s, which is well-suited teams and non-aviation marketers CONTRACTUAL INNOVATIONS to limited spaces. At airports serving supported the major project of reor- VINCI Airports defends competitive tourist destinations, VINCI Airports ganising passenger flows within the and attractive prices for passengers in promotes the development of an offer airport (see following pages). its contracts and seeks to establish that highlights local treasures and arti- mutually beneficial conditions for sans, such as the Portfolio boutiques in PARTNERING WITH STORES stores, airports and clients. Recently, Portugal and Artisans d’Angkor in TO ENHANCE OFFER VISIBILITY concession agreements in Portugal Cambodia. A small airport may also VINCI Airports ensures favourable were revised to provide additional flex- need non-aviation revenues to offset conditions to commercial partners in ibility to stores in managing their busi- structurally limited traffic. reviewing airport store deployment to ness while minimising fixed concession In Beja, Portugal, a partnership provide 100% visibility for 100% of the fees in favour of more variable portions. signed in 2015 with AeroNeo, a busi- offer. To achieve this, retail areas are ness aircraft decommissioning com- configured on an “airside” floor adja- SOLUTIONS TAILORED pany, established an industrial unit at cent to passenger waiting areas. VINCI TO EACH AIRPORT the public terminal. In doing so, the Airports also assists commercial part- VINCI Airports strives to provide a rel- airport has increased its attractiveness ners with their marketing, such as pro- evant shopping offer for every airport, to the recycling industry.
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AIRPORTS OF PORTUGAL DEMONSTRATING THE EFFECTIVENESS OF THE VINCI AIRPORTS APPROACH
The overhaul of commercial space begun in 2014 at VINCI Airports facilities in Portugal continued in 2015 with the first meaningful impact on non-aviation revenues. These successes confirm the relevance of the VINCI Airports marketing approach.
he main Portuguese airports in Airports Projects Director Pierre Abignano. Lisbon, Porto, Faro and Funchal in Implementing these projects draws on TMadeira are currently undergoing the expertise of the dedicated non-avia- a complete modernisation and reorgani- tion activities centre within ANA, VINCI sation of their commercial zones. In 2014, Airports’ Portuguese entity. “Ultimately, VINCI Airports began presenting its ideas the highly specialised expertise of the to the stores and renegotiated its conces- Portuguese centre will benefit all of our sion contracts with them, then imple- airports,” predicts Pierre Abignano. In mented initial optimisation measures. In 2015, 29 new shops and restaurants were Lisbon, these actions resulted in a 27% “One objective opened in Lisbon and non-aviation reve- increase in retail revenue. In 2015, these of these harmonisation nues grew by 8.8%, even during this projects entered the early stages of con- transitional period. A new walk-through struction and redevelopment. A new projects is to ensure duty free space went into service as did a 1,555-m2 food court opened in July 2015 100% visibility for 100% well-received lounge. In Porto, a walk- in Terminal 1 at Lisbon airport, attracting of the merchants’ offer.” through duty-free space opened in 2015 14 new brands, including such interna- met with great success, contributing to a tional brands as KFC, McDonald’s, Pizza PIERRE ABIGNANO, 29.52% increase in overall retail activity Hut and Mercado. “By moving the former PROJECTS DIRECTOR for the year, in spite of the disruptions restaurant space, we reduced the cus- related to construction work. Massive toms-dedicated area but without reduc- changes are also underway at Funchal ing capacity. This allowed us to free up a airport in Madeira that will improve pas- large surface area for security screening, senger services while increasing expo- removing a bottleneck,” says VINCI sure for businesses by locating them
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ACTIVITY REPORT 2015 - 71 2 NON-AVIATION ACTIVITIES
Also at Lisbon: 14 new stores joined the new food court that opened in 2015.
adjacent to the security screening area. experiences wide seasonal variations tuguese airports. In Lisbon, all contracts “By enabling later boarding, we can in traffic. with car rental companies have been maximise passengers’ free time inside renegotiated as part of this project. VINCI the airport,” says Pierre Abignano. Retail OTHER GROWTH DRIVERS Airports has thus increased its revenues revenue is forecast to increase 25% in Distribution and food services are not the while providing the rental companies 2016. At Faro, work on store areas is part only activities to have been the subject of with protection against low-cost compe- of the project to renovate the terminal, flow harmonisation. VINCI Airports also tition developing near the airport. Beyond which had suffered damage from a commissioned work on access ramps these main projects, VINCI Airports storm. Growth in 2015 was mainly and short-term parking at the airports in works on a number of other sources of driven by the renegotiation of conces- Portugal to address congestion and non-aviation development in Portugal. sion contracts with retailers. The con- safety issues. This review was conducted For example, Lisbon airport will lease a struction work to be undertaken in 2016 in consultation with local stakeholders second building to the Tryp hotel brand, will resolve difficulties at check-in and through advisory committees that are which this year achieved an 80% occu- security screening at this airport, which part of the governance structure at Por- pancy rate on the site.
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IN BRIEF Japan STRONG POTENTIAL FOR NON-AVIATION GROWTH IN JAPANESE AIRPORTS In agreement with the licensing authority, VINCI Airports and its partner ORIX will implement a reorganisation of the commercial space at Osaka and Kansai international airports, which will become part of its operations in April 2016. One of the challenges will be to modernise and internationalise an offer that is still largely operated by the airport. The increase in Japan’s tourism (around 30%) makes it a market with high growth potential. Chile MANAGING COMMERCIAL SPACE LAYOUT AT SANTIAGO AIRPORT At the international airport in Santiago, Chile, infrastructure work will be accompanied by optimised placement of shops and restaurants. VINCI Airports and its partners have proposed changes to the project that will give greater visibility to the offer, in particular for duty free and luxury goods. In the future international terminal, the commercial area will be increased and waiting rooms located close to the gates.
Portugal AIRCRAFT RECYCLING UNIT SET UP AT THE AIRPORT OF BEJA In July 2015, VINCI Airports signed a contract with the company AeroNeo, a specialist in dismantling and recycling aircraft at the end of their useful life, for the establishment of an industrial unit in the civil terminal at Beja airport in Portugal. This partnership will benefit the environment as well as the local economy: the planned investment of almost €8 million could lead to the creation of 80 direct jobs. The project represents Portugal significant growth for a small airport with TRYP HOTELS DEVELOPS AT LISBON AIRPORT limited traffic like Beja and also increases its attractiveness vis-à-vis other companies VINCI Airports signed an agreement with Tryp for a new building in the recycling industry. that will undergo renovations to be converted into a hotel. Tryp saw a very high occupancy rate in 2015 (approximately 80%) at its site at Lisbon airport. The partnership could also be extended to other airports of the VINCI Airports network.
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SUSTAINABILITY ENVIRONMENT: A COMMON STRATEGY AT ALL AIRPORTS
VINCI Airports developed a comprehensive environmental strategy for all of its airports in 2015, a first in the sector. Called AirPact and designed to be a long-term driver of competitiveness, it establishes strong commitments for 2020 and leverages network synergies while leaving individual facilities with flexibility in implementing their approach.
ENVIRONMENTAL RESPONSIBILITY: A POLICY BUILT BY AIRPORTS, TOWARDS A VINCI AIRPORTS LABEL FOR AIRPORTS VINCI Airports is a responsible com- VINCI Airports is integrating and har- pany that views energy efficiency and monising the initiatives that already reduced carbon emissions as key driv- existed at its various airports. The com- ers of economic performance. In 2015, it pany is relying on network synergies to structured an environmental policy create common tools to facilitate initia- called AirPact that it is applying through tives that could otherwise be burden- common standards and objectives at all some for isolated and, especially, small airports. The policy is differentiating in airports. Airports participated in build- a highly international sector subject to ing this environmental strategy through regulations that vary significantly from working groups of facility CSR manag- country to country. ers. Together, these groups defined a
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All VINCI Airports facilities obtained Airport Carbon Accreditation in 2015.
performance improvement programme Obtain ISO 14001 certification (see themes below). Each airport will for all airports assess its own situation on a common This ambitious undertaking does not yet five-level scale, then define its progress have a deadline at this stage. The Portu- objectives taking into account its con- guese airports and some French air- text and available means. ports are already certified and the three Cambodian airports have set an objec- STRONG COMMITMENTS tive of achieving this step in 2017. A performance improvement TO THE ENTIRE NETWORK programme covering VINCI Airports also identified four Reduce the energy intensity ambitious goals in 2015 that apply to all 7 areas: of VINCI Airports 20% by 2020 of its airports, regardless of size. Energy and greenhouse gases / (compared to 2013) Water consumption / Waste management / Noise / Biodiversity / Prevention and Energy intensity is defined as energy Obtain and maintain Airport Carbon reduction of environmental impacts / consumption per unit of traffic. To Accreditation (ACA) for all airports in 2015 Implementation of an environmental achieve this, VINCI Airports systema- VINCI Airports is committed to a process management system. tised energy audits at its airports. of Airport Carbon Accreditation and obtained a minimum of certification level Conduct an evaluation 1 at all airports in 2015. ACA level 1 con- of biodiversity at all airports firms an entity’s carbon footprint accord- In completing this goal, VINCI Airports ing to an international protocol and intends to preserve and promote biodi- verification by an independent third versity, while controlling wildlife haz- party. Level 2, already achieved by several ards (one of the components of aviation network airports, attests to the reduction safety). of the carbon footprint from direct activi- ties over an average of three years (see interview with Paula Lucas below).
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REDUCING CARBON IMPACT AT AIRPORTS IN PORTUGAL A CONTINUOUS IMPROVEMENT EFFORT
VINCI Airports is the first airport operator to launch a comprehensive approach to reducing greenhouse gas emissions across its network. All VINCI Airports facilities now hold Airport Carbon Accreditation (ACA) Level 1 (or above) and have engaged in a continuous improvement approach to reducing their carbon impacts. A pioneer within the company, ANA’s airports in Portugal started their ACA programme in 2009. Questions for Paula Lucas, ANA coordinator of the Voluntary Carbon Management Group.
“We try to leverage what we can control as well as
How did you approach the ACA? educating our customers invested during the last two years. We P. L.: We launched our carbon and energy and partners.” also conducted limited tests of photovol- management programme in 2008 and taic solar energy consumption or heat in PAULA LUCAS, ANA COORDINATOR joined the ACA programme when it was Lisbon, Porto and Faro to produce hot OF THE VOLUNTARY CARBON created (by ACI Europe in 2009), adjusting water and to supply electrical equipment. MANAGEMENT GROUP our carbon footprint reporting to adapt However, we have not yet embarked on to its requirements. All our airports large-scale renewable energy measures; received Level 1 certification in 2010. Our they require huge investments for long- carbon footprint is highly correlated with term returns. energy consumption, which is why we have focused our actions on reducing it. Where is ANA now? What are the next The first step was for us to identify the steps for you with the ACA programme main sources, which, contrary to expec- challenges? tations, were not from the lighting P. L.: At the beginning of 2015, we had of runways and taxiways but rather seven airports accredited at level 2. consumption from passenger terminals. Maintaining this level requires continu- It is on these that we concentrated our ously reducing the footprint, which, of actions. The airports performed tests course, becomes increasingly difficult with LED lights that were not immedi- with time. In 2015, an important part of ately successful. However, with the our work, in addition to LED lighting technology’s subsequent development, implementation, was to replace certain replacement of lighting with LED was technical equipment or implement smart one of the measures in which we metering to gather more data and thus
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Technological advances, especially in terms of lighting, are one of the levers the Portuguese airports have used to reduce their carbon footprint continuously since the creation of the ACA.
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The new frontier of ACA level 3: encouraging airport stakeholders to reduce the overall carbon footprint of each trip.
better control the consumption of our airlines and their “LTO” cycles (landing users. The objective of a 20% reduction in and take-off). Airlines are already energy intensity of VINCI Airports by required to manage their carbon foot- 2020 will be a real challenge for us, print as part of the Kyoto Protocol. The because we have already implemented second major impact is from passengers the most obvious measures. Like other 100% of VINCI Airports* and the mode of transport they use to get airports, we will be conducting an energy facilities are accredited to the airport. Curbing these emissions audit in 2016 and making a list of possible by the ACA programme: at a time of strong air traffic growth can measures. 7 airports at Level 2 be particularly complicated. When the 16 airports at Level 1 airports of Porto and Lisbon connected What are the actions needed to reach to the subway system, this obviously the third level of accreditation? * 2014 perimeter: Portugal, Cambodia, France improved their carbon results, even (excluding Toulon Hyères). P. L.: To obtain it, you have to involve third though many travelers continue to take a parties and adhere to a carbon manage- taxi. We try to act on what we can control, ment plan. According to the facility, this educating our clients and partners at the expanded scope, called “Scope 3,” can airport and conducting a waste reduction represent over 90% of an airport’s total programme. Of course, a lot remains to carbon impact. It involves, in particular, be done.
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IN BRIEF Communication A PLAN TO INCREASE AWARENESS VINCI Airports is complementing its environmental strategy, AirPact, with a communications plan to promote it with its various stakeholder audiences, both internal and external. A module to increase environmental awareness among employees as well as partners and subcontractors is being developed for VINCI Airports Academy.
Brittany Environmental impacts ISO 14001 CERTIFICATION OBTAINED AN ONGOING EFFORT TO REDUCE IMPACTS AT QUIMPER AIRPORT Environmental reporting was established in 2014 across the entire Quimper airport validated its ISO 14001 scope of VINCI Airports (all airports operated by VINCI Airports certification at the beginning of 2015, in 2014 including in Portugal, Cambodia and France except verifying an environmental management Toulon Hyères). system that enables continuous improvement of results. The introduction of this Indicator 2014 2015 certification, a contractual prerequisite, was made possible by synergy with the Rennes and Dinard airports and support Recovery rate from VINCI Airports headquarters. 76.6 % 76.7 %
Water consumption per passenger (litre/passenger) 19.7 19.5
Energy consumption (MJ/traffic unit) 15.2 14.2
% of airports certified 48% 57% ISO 14001
Greenhouse gas emissions (CO equiv. Kg/traffic unit) 2 1.46 1.38
Number of complaints per year 94 88
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SUSTAINABILITY HUMAN RESOURCES: ENABLING GROWTH
VINCI Airports provides access to its full range of expertise to all its airports, while ensuring that each employee has the opportunity to grow through their job. Among the actions to achieve these objectives are internal mobility, listening to and dialogue with employees and a broad offer of quality training.
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A priority for VINCI Airports: ensure a smooth transition during takeover of operations at new airports.
o support its continued growth, adapted to the highly international VINCI Airports recognises the character of its teams (see the testimony Timportance of developing its on VINCI Airports Academy below). The teams. The company must be able to Human Resources department pro- guarantee its customers a common cul- motes annual interviews with all ture and the best possible level of employees. In 2015, it launched a profes- expertise in all airports in its network. It sional mapping of equivalent positions also bases its growth on providing excit- which it considers drivers of motivation, throughout the network. It is also con- ing career opportunities to its employ- accelerators of professional experience ducting a review of short- to medium- ees, giving priority to their potential and a means for making expertise avail- term growth potential for employees even more than to their existing knowl- able to all the airports in its network. To and being attentive to their expecta- edge. To do this, the company gives pri- develop skills, VINCI Airports also relies tions. Succession plans have been put in ority to internal promotion and mobility, on a wide offer of training programmes, place for key positions.
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TESTIMONY
The training offer of VINCI Airports Academy will be deployed to all network airports.
“THE VINCI AIRPORTS ACADEMY ENABLES ALL NETWORK AIRPORTS TO ACCESS THE SAME EXPERTISE”
reated in 2013, the VINCI ers. To meet the European Agency’s Airports Academy is availa- air safety certification requirements, “Cble to all facilities that we we implemented an e-learning mod- operate, whether independently or in ule on “runway health and safety.” It partnership. Its purpose is to support was designed at the initiative of them by providing high quality train- Nantes Atlantique airport and by a ing that is more flexible and less working group from several French expensive as a result of pooling airports. In 2015, we also compiled resources. The Academy thus pro- our online training catalogue, listing vides all employees with access to CLAUDE ROBIN, offerings by subject and profession. It the same types of training and the VINCI Airports is now accessible to all employees in development of the same expertise. It Human Resources Director France and will soon be offered in all is also a vehicle to facilitate the dis- countries. The Academy’s current semination of good practices and a offer includes 200 e-learning mod- uniform VINCI Airports culture in ules in French and our challenge is, of each of the countries in which we are course, to adapt them quickly to all growing rapidly. Finally, it is used as a countries where we operate so that certification tool for airports. Its cata- year) for a total of 10,000 hours of train- all employees can benefit. In 2016, we logue contains face-to-face, online ing. Several online modules have met will intensify this international and mixed learning modules. In 2015, with great success and very strong growth by deploying our platform the Academy saw a significant rise in adoption in France and Cambodia. In and creating or adapting content in activity, welcoming 1,100 trainees (a France and Portugal, we offered a major multiple languages for both face-to- four-fold increase over the previous face-to-face safety training for manag- face and e-learning classes.”
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IN BRIEF Chile FLUIDITY OF THE TRANSFER OF SANTIAGO AIRPORT In integrating new employees, VINCI Airports was able to draw on its extensive experience in France, Cambodia and Portugal. The company believes in a smooth integration process while at the same time using the opportunity to drive change. The consortium formed by VINCI Airports, ADP and Alstadi took over operations in October 2015, integrating most of the permanent staff of the international airport in Santiago, Chile. A campaign of annual interviews conducted in spring 2015 helped target training needs while enabling the team to get to know better the new manager and the plans to develop the airport. These exchanges with each individual contributed to a harmonious transition. Security CONTINUED TRAINING EFFORT In making workplace safety a major priority, VINCI Airports has conducted a broad communications and awareness campaign during 2015-2016 for its teams at its airports. As of the end of 2015, 200 company managers in France and Portugal had received training for actively promoting safety within their teams. During 2016, all top and middle managers will complete this module, which will also be adapted for deployment in Cambodia. In 2015, VINCI Airports also established its HSE principles of action for dissemination to all airports while leaving each facility the responsibility to adapt its own plan of action. Safety sessions are being held by all teams with an emphasis on prevention and analysis of near misses, as well as during senior management visits.
Cambodia VINCI EMPLOYEE SAVINGS PLAN OPEN TO CAMBODIAN EMPLOYEES The Castor International plan was offered in 2015 to VINCI Airports employees in Cambodia. The company worked with the Cambodian government on its implementation, as employee shareholding is not widespread in the country. VINCI Airports was able to respond to the high level of interest expressed by employees, many of whom subscribed to the plan.
ACTIVITY REPORT 2015 - 83 Design and production: Idé Edition - Editor: Charlotte Ripken Translation and adaptation: William Mengebier/Alto International – Art director: Gilles Romiguière. Illustrations : Alexis Facca, Berto Martinez, Studio Lamosca. Photo credits: Cyrille Dupont, Govin Sorel, Valery Joncheray, Stéphane Lavoué/PASCO, lestudio.pt, Stéphane Olivier, Christophe Thiebaut, Monida Sok / VCGP-MMC, Francis Vigouroux, VINCI Airports and VINCI photo libraries, ARR. Photogravure: César Graphic - Printing: Frazier.
This document was printed with vegetal inks on PEFC-certified paper from sustainably managed forests.
VINCI Airports 12, rue Louis-Blériot – CS 30071 92506 Rueil-Malmaison cedex – France www.vinci-airports.com Opening your world