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M A L A Y S I A A IRPORTS RUNWAY TO SUCCESS BU IL D I N G A W ORL D-C LASS AIRPORT B U SI NE SS 2 0 1 0 - 2 0 1 4 We have called this document “Malaysia Airports Runway to Success (2010-2014)” as it charts our business direction during this period, INTRODUCTION laying out the current state of our business, the direction it is headed and our road map to get there. We strongly believe that it will guide us towards building and becoming a world-class airport business. The primary focus of our business direction is on our people, our passengers and our stakeholders, which is in line with the 1 Malaysia concept of “People First, Performance Now”. This concept, which fits aptly into our business direction, is clearly depicted on this page and at the start of each chapter. We have made the tone, choice of words, charts and diagrams in this document straight forward, simple and easy to understand so that it can be appreciated by all its readers. In terms of concept, design and feel, the cover portrays horizontal frames of photographs of the airports, people and passengers, positioned in such a way to illustrate dynamism, vibrancy and the forward direction of Malaysia Airports. These horizontal frames are converted to vertical frames on the photographs in the inside pages, still moving in a forward direction. This dynamism and vibrancy are translated into the use of radiant and bright colours throughout the document, reflecting the bright future that lies ahead for Malaysia Airports. NO TICE TO RECIPIE N T S O F THIS DOCUME N T This document is meant for a wide variety of readers – our staff, our airline partners, our suppliers, our passengers, the Government of Malaysia and our investors. This document is not intended nor should it be construed in any way whatsoever as providing any suggestion, influence or guidance to investors or other interested parties and should not be used as a basis to form a decision on whether or not to acquire or dispose of shares in Malaysia Airports. Malaysia Airports shall not be held liable for any consequences of whatsoever nature arising from any transactions in respect of the acquisition or disposal of shares in Malaysia Airports resulting from the application of information in this document. 2 CHAIRMAN’S & MD’S MESSAGE: OUR AWARD-WInnING FORMULA 2 CONTENTS MALAYSIA AIRPORTS TODAY: A WORLD-CLASS AIRPORT GROUP 6 BUSINESS GOALS & STRATEGIES 14 TRAFFIC GROWTH 24 SERVICE EXCELLENCE 38 COMMERCIAL DEVELOPMENT 44 CORPORATE RESPONSIBILITY 58 AIRPORT ROLE PLAYERS 70 GLOSSARY 71 1 CHAIRMAN’S & MD’S MESSAGE: We will continue to offer the best value in the region to airlines operating out of our airports by being creative and innovative in maximising revenue Our from non-aeronautical activities. Award- Winning FormuLA On February 12, 2009, Malaysia Airports embarked on a new and exciting phase in its corporate history with the finalisation of the new Operating Agreements 2 Malaysia Airports has won numerous awards in the past On Traffic Growth, we operate in an aviation industry five years. In 2009 alone, Malaysia Airports received that has not fully recovered from the effects of the 12 awards in recognition of operational efficiency, economic crisis in 2008, the H1N1 pandemic and customer satisfaction, corporate responsibility and fluctuating oil prices. In addition, we are anticipating corporate governance. One of the highlights was further changes to the industry landscape such as the receiving the prestigious Eagle Award for Best Airport liberalisation of intra-ASEAN air services agreements. from IATA, in special recognition of outstanding We have started to see increased flights from our performance in customer satisfaction, cost-efficiency regional airports to regional destinations in other and continuous improvements. countries, as well as the growth of low-cost airlines in the region. Malaysia Airports’ key challenge is to The greatest testimony to our operating expertise is provide for and attract passengers to KLIA and our managing airports overseas. We have managed airports regional airports. in Kazakhstan and Cambodia and are now managing airports in India and Turkey, our first foothold in Europe. We have planned for capacity growth at our airports by developing and receiving approval for the National In building a world-class airport business, we have Airport Master Plan (NAMP), which lays out the future to be creative and innovative on maximising revenue requirements for airport development throughout the from non-aeronautical activities. This has allowed us to country. The immediate major project we are embarking minimise increment in aeronautical charges and offer on is the construction of a permanent second terminal the best value in the region to airlines operating out at KLIA that will open during the period covered by this of our airports. Non-aeronautical revenue at Malaysia document, replacing the current, temporary LCCT. Airports grew by 66% in the past five years and today makes up 57% of our total revenue. On Service Excellence, our focus is on developing staff to deliver service level standards of the highest One of the unique features of Malaysia Airports is that quality. Operational excellence and customer service we manage airports ranging from the global hub airport are central to our business. We want to be the leader of KLIA to STOL ports in remote parts of Sabah and in airport innovation, providing new experiences and Sarawak. This allows the smaller airports to be cross- world-class service standards to all our customers so subsidised by the larger airports, hence fulfilling a very that they consciously choose to use our airports. important corporate social responsibility by providing air travel to remote areas without proper road access. The new terminal at KLIA is designed to initially serve TAN SRI DATUK DR ARIS OTHMAN (left) up to 30 million passengers and will also be a catalyst TAN SRI BASHIR AHMAD ABDUL MAJID (top) for innovative new offerings, including an air-ground Strategy Moving Forward multi-modal interchange and a suite of airport city We have achieved significant cost and service facilities. improvements from our Continuous Improvement Programme. This puts us in a stronger position to On Commercial Development, we have revamped the With this, Malaysia Airports will act purely as an operator aim towards doubling our revenues by 2014 while product mix and renovated the layout at KLIA and of 39 airports within Malaysia. The Agreements provide continuing to provide excellent service at good value selected regional airports. This is part of a programme a clear mandate for Malaysia Airports to focus on its to passengers and airlines. Our goal will be achieved to enhance the shopping experience in our airports. core business as an airport operator, thus allowing it to by focusing on Traffic Growth, Service Excellence and We are also developing commercial activities on the derive greater value for all stakeholders. Commercial Development. land surrounding our airports. In the medium term, 3 the major contributor will be the new terminal at KLIA which is designed to be the most exciting airport shopping and dining experience in Asia. Finally, we are very aware of our Corporate Responsibilities, particularly our responsibilities to our staff, the communities our airports serve, the marketplace and the environment. We have launched a wide range of initiatives to benefit communities, such as the PINTAR school adoption programme. We are also addressing environmental sustainability through initiatives such as the Green Globe 21 certification of KLIA. Business Partnership Through this document we aim to bring you clarity about the business we are in and the ways in which we can partner with you to grow a successful and profitable airport business. TAN SRI DATUK DR ARIS OTHMAN Chairman Large airports such as KLIA generate profits which support TAN SRI BASHIR AHMAD ABDUL MAJID the secondary airports. Additionally, we use income from Managing Director our plantations and other commercial businesses to create a ‘super till’ support mechanism. 4 CASE STUD Y Corporate Responsibility Bario is situated about 1,100 metres above sea level in the Kelabit Highlands of Sarawak. It is the heartland of the Kelabit community – Borneo’s only wet rice farmers and branch of the Orang Ulu. More than 1,200 people live in Bario and the only mode of transportation from nearby towns and cities to Bario is via an 18- seater Twin-Otter plane or a four- to five-hour trek from nearby logging roads. The Bario STOL port provides the only access to vital food, medical and educational supplies. Proposed alternative routes in many cases would involve significant deforestation and environmental change which makes the Bario STOL port a critical necessity for residents and visitors alike. 5 1. MALaysia airPorts TODAY: KLIA continues to remain among the top airports in the world in terms A WORLD- of service excellence. CLASS AIRPORT GROUP 6 Airports operated by Malaysia Airports Malaysia Airports is one of the world’s Our unique public-private partnership with the Government ensures the interests of the Government are largest private sector airport operators, protected whilst giving us a strong incentive to develop commercially. It balances the Government’s goal of managing 39 airports in Malaysia, and ensuring good airport infrastructure provision throughout having a presence in several other countries Malaysia with our commercial objectives. We have consistently won awards for the quality of our airports, particularly since the opening of KLIA in 1998, and have successfully transitioned from our original civil service status within the Department of Civil Aviation (DCA). Following our public listing in 1999, Malaysia Airports is today one of the largest Government-Linked Companies on Bursa Malaysia (the local bourse), with a market capitalisation of RM4.37 billion as at 31 December 2009.
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