ANNUAL REPORT 2016

ANNUAL REPORT 2016

Table of Contents

1. Editorial by Corine Moinat, Chairwoman of the Board of Directors p. 4 Members of management as of 1 January, 2016 p. 5

2. Editorial by André Schneider, p. 6 CEO Organisational chart as of 1 December, 2016 p. 7 Members of the Board of Directors p. 7

3. Finances p. 8 - 12

4. Aviation activities p. 14 - 20

5. Services and e-services p. 22 - 23

6. Commercial services p. 24 - 25

7. SatisPAXion p. 27 - 28

8. Operations p. 29 - 30

9. Infrastructure p. 32 - 35

10. Environment p. 36 - 38

11. I Feel Good p. 40 - 41

12. Human resources p. 42

13. Sponsorships p. 43

14. Communication p. 44 - 46

15. External relations p. 47

16. Risk management p. 48

Themes p. 13 - 21 -26 - 31 - 39

©Genève Aéroport – 2017 Summary 1

KEY FIGURES

1'002 employees

80,8 million net income

75'000 tonnes of freight

162 million investment

16,5 million passengers

142 destinations

59 airlines

445,3 million in revenues THE 'STORK EFFECT' : SMOKE AND MIRRORS

(‘ With this, therefore because of this ’). tiating between correlation and cau- However, the passage of the centu- sation and remembering its own res- ries has not resulted in its eradication. ponsibility. Similar reasoning sometimes leads cri- tics of Genève Aéroport’s development It must listen more carefully to its oppo- projects to accuse its management of a nents and critics, as certain prejudices headlong rush, of being obsessed with are the result of faulty information that growth without regard to the environ- the airport authorities disseminated ment around them. previously about its actions and opera- tions. Moreover, it has the duty to work This suspicion grew with the publication to develop the business in a transpa- of figures showing 25 million passen- rent manner, with a flexible, ad hoc gers in 2030. But these forecasts are in organisation focused on clear strategic no way a goal set by Genève Aéroport. objectives. Rather, they are an estimate of the demand that could be seen in our region The reform of the airport’s corporate within the next 15 years, calculated by governance, officially approved by the Ornithologists tell us that storks prefer an independent institute, and to which Board of Directors more than a year to nest in villages rather than in cities. the Swiss Confederation is requiring ago, has led to the implementation Demographers confirm that birth rates the airport to respond, in particular by of these principles. Today, they are are higher in rural areas than in urban adapting its facilities. In the final analy- represented by an entire team, which areas. It might be tempting, therefore, sis, it is not the airport that is growing, we can thank for the detailed report to hypothesise that in towns with storks, but rather the number of passengers ! found in these pages. The Board of birth rates will be higher than in towns Directors intends to make this report without storks. Just as one cannot regulate births by a supplemental tool for better commu- shooting storks, the economic, tou- nication between the company and its However, that conclusion would be ristic, diplomatic, cultural and artistic stakeholders. based on confusion between correlation growth of a dynamic region cannot be and causation. This is the famous ‘ stork controlled by short-sightedly restric- effect ’ described by zetetics — the ‘ art ting the growth of its airport. The argu- of doubt ’ popularised by Dr Henri Broch, ment is mere smoke and mirrors rather a biophysicist, and his sceptical rationa- than a constructive criticism. list followers, who argue for ‘ preventa- tive critical judgement. ’ Hoping to share its vision of a necessa- An ancient Latin saying sums up this ry change in infrastructure, the airport Corine Moinat fallacy : Cum hoc ergo propter hoc itself sometimes has difficulty differen- Chairwoman of the Board of Directors

4 Editorial MANAGEMENT TEAM from 01/01/2016 to 01/12/2016

Denis MASTROGIACOMO Nicolas GASPOZ Yves-Daniel VIREDAZ Operation Director of Infrastructure & Planning Marketing & Business development

Massimo GENTILE Robert DEILLON Pierre GERMAIN Information & Director General Director of Finance, communication technology Commercial & Development Aline VAGLIO Deputy Director General Ruben JIMENEZ Finance & Administration Security Marc MOUNIER Xavier WOHLSCHLAG Environment & legal affairs Olivier DELETRAZ Director of Operations Human resources Thomas ROMIG Airport steering

to retire at the latest by the 31 January TRANSITION 2017. Following an exhaustive selec- OF POWER tion process, the Board of Directors appointed André Schneider in April Robert Deillon, who had been CEO of 2016. He began work at the airport five Genève Aéroport since 2006, symbo- months later. lically handed the keys to the airport to André Schneider, his successor, on Through its former chairman, the Board the 1 September 2016. of Directors thanked Mr Deillon for all the achievements to which he had A ceremony marking the transition from contributed, especially in connection Mr Deillon to Mr Schneider was held on with the modernisation and develop- 1 September at 8 : 30 AM, in the pre- ment of facilities and increased services. sence of the President of the Council His contributions helped enhance the of State, François Longchamp, and of international development of Geneva Corine Moinat, the Chairwoman of the and its region and consolidate Genève Board of Directors of Genève Aéroport. Aéroport’s role as an engine of the regional economy. rt-site businesses. He also wished great The Board of Directors launched a success to his successor, search in early 2015 to find a successor During the ceremony, Mr Deillon thanked Mr Schneider. Robert Deillon became to Robert Deillon, who was required his teams and all employees of airpo- the airport’s CEO in 2006.

Transition 5 A NEW ORGANISATION IN THE SERVICE OF OUR OBJECTIVES AND VALUES

oversees the aviation segment with res- This new way of seeing the business, pect to fees, as well as the the non-avia- configuring it, and managing projects tion segment, including businesses, led us to prioritise the investments shops, bars and restaurants). needed to adapt our infrastructure to Four support departments were created the challenges that await. From now on, within senior management : Human each decision made by airport manage- Resources, Finance, Technology, and ment must be in line with these strategic Facilities. The management team was objectives and must comply with the expanded by two permanent invitees, airport’s values. the departments of Communication and of the Environment & Sustainable Among these values are a commit- Development. ment to transparency that will guide our actions going forward. Transparency The CEO’s staff combines the functions can be seen in the communications of general secretariat, legal affairs, that we develop and in our deepening strategic planning, project coordina- relationships with our stakeholders, tion, procurement, quality control, risk including local residents. During the In 2016, amid various internal and exter- management and external relations, last months of 2016, local residents nal changes, Genève Aéroport decided with respect to both public matters and have heard us express our commitment to review its business profile, take a aviation matters. to holistic airport management that res- fresh look and redefine its guiding pects those who use it and support it, principles, review its history, monitor Armed with this new structure, the those who work there and those who its image (examining the difference management team, expanded to include live nearby. between the identity attributed to it and upper management, has defined five the identity we believe just and accep- strategic objectives : platform operabi- Now more than ever, Genève Aéroport table), list challenges, define general lity, customer satisfaction, economic is an airport at the service of a city, a objectives, revisit its value system and sustainability, management of human canton, a region, and a vast, urbani- audit its structure. resources and skills, and commitment sing cross-border region, in all of their to responsible values . These five pillars economic, social and environmental This work took various forms and led are transcended by two overarching realities. management to make some decisions. objectives, equally important in the view In terms of organisation, the business of the airport’s management : a spirit of was rethought around two princi- innovation and a commitment to sus- pal business units : Operations (which tainable development. They inform this includes the aviation side of the airpo- annual report and can be seen in the rt, safety, security, and passengers) ; various aspects of the airport. They form André Schneider and Commercial & Development (which the guiding principle of this document. CEO

6 Editorial Staff BOARD General secretariat and legal affairs CEO Strategic planning, coordination OF DIRECTORS Projects, purchases Quality control, ICS, risks and compliance Chairwoman : External relations Corine MOINAT (Public and aeronautical affairs) First Vice-Chair : André KUDELSKI Second Vice-Chair : Human Resources John TRACEY

Pierre BERNHEIM Finances Aurélie CHARILLON Alain de KALBERMATTEN Jean-Marc DEVAUD Technology Bertrand FAVRE Fabienne FISCHER David FRICK

Infrastructures Operations Olivier HOHL Jacques JEANNERAT Patrick LUSSI Thierry MELLINA-BARES Communication Magali ORSINI Karin PERRAUDIN Commercial & Development Eric STAUFFER Environment & Alberto VELASCO Sustainable Development Nicolas VUILLE Sully-Paul VUILLE

MANAGEMENT TEAM Since 01.12.2016

André Schneider Aline Vaglio Marc Mounier CEO Head of Finances Head of Environment & Sustainable development Xavier Wohlschlag Massimo Gentile Director of Operations Head of Technology SENIOR EXECUTIVES : Denis Mastrogiacomo, Operations Pierre Germain Vacant (departure of Nicolas Gaspoz on 01.12.2016) Thomas Romig, Airport Steering Director of Commercial & Development Director of Infrastructure Ruben Jimenez, Security Yves-Daniel Viredaz, Marketing & Olivier Delétraz Bertrand Stämpfli Business development Head of Human resources Head of Communication

these general themes, described in a ON few themes, are explored within the SPIRIT OF DISPLAY pages of this report (pages 13, 21, 26, INNOVATION 31 and 39), as they are now embedded Defined by a cross-functional wor- in the minds of employees and are dis- king group under the leadership of the played in the offices of all staff who wish new CEO, André Schneider, Genève to make them their standards for action. Aéroport’s strategic objectives (See opposite page) will henceforth contri- They take some of the ‘supplemental bute to determining a framework for colours’ defined in the brand book discussions, projects, actions, and (see Chapter 7) and act as building demonstrations to be planned within blocks that have already begun having the different offices, departments and an impact on this report and prefigure directorates. the action plans underway for 2017 and Divided graphically into five posters, the following years.

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and market share captured by online commerce have had the effect of exer- ting strong pressure on the airport’s commercial activities. However, Genève Aéroport’s commercial receipts held up well in this negative environment, growing by two million francs compared with 2015. These results were buoyed by the restaurants, where new concepts introduced in 2015 have met customer expectations.

However, the results of this financial year confirms that an increase in the number of passengers does not neces- sarily lead to parallel growth in non-ae- ronautical revenues.

Controlled expenses Operating expenses were controlled in 2016, and their evolution illustrates Genève Aéroport closed the year 2016 in the number of aircraft movements the transformation in which Genève with revenues of CHF 445,3 million (+ 0,54 %). Passenger fees represented Aéroport is engaged. Personnel and and net profit of CHF 80,8 million. 43 % of total revenues, with landing benefits costs increased by 5.9% in The company’s financial condition is fees accounting for 9,7 % and other 2016, with some 36 full-time equiva- healthy and satisfactory overall, but fees accounting for 3,2 %. lent positions created in line with the commercial activity is under pressure hiring plan implemented to accompany due to structural and economic diffi- The volume effect was compounded growth and to provide staffing for large culties. by a price effect, due to the increase projects. in airline and charter aviation fees of Genève Aéroport had total revenues CHF 0,50 per passenger per departure, Operating expenses increased by 4,6 % of CHF 445,3 million in 2016, as com- beginning 1 January 2016. compared with 2015 and included the pared with CHF 423,7 million in 2015, costs of studies relating to the SIA 21 an increase of 5,1 %. aeronautical reve- Commercial resilience and 31 phases of the large infrastruc- nues (landing fees, passenger fees etc.) Commercial sales account for 47.1% ture projects, for a total of CHF 8,5 represented 55,9 % of total revenues of non-aeronautical revenues (respec- million. Depreciation and amortisation for the year (compared with 55,25 % in tively 20,8 % of total income, compared increased by 14,5 % from 2015 following 2015), while the share of non-aeronauti- with 9,6 % for parking and 13,7 % for the acquisition of new equipment. This cal revenues (shops, parking, rent etc.) other operating income). upward trend is expected to continue in now represents only 44,1 % (compared the future, as the Construction of new with 44,75 % in 2015). The strong Swiss franc, the decrease in buildings related to infrastructure reno- the number of Russian customers, the vation gradually come into effect. The increase in aeronautical reve- declining purchasing power of Chinese nues was due first to the increase in customers, the impact of Brexit on the Bank interest remained stable com- passenger traffic (16,5 million passen- purchasing behaviour of British citizens pared with 2015, since cash flow was gers in 2016, a 4,83 % increase com- (whose consumption declined by 10 %), sufficient to finance the airport’s invest- pared with 2015) and the slight increase on-going construction at the airport, ments without increasing debt.

8 Finances Healthy and controlled Over the past five years, the autono- nomic performance is a major priority finances mous public institution has thus contri- for Genève Aéroport. This performance EBITDA increased by 10,8 % compared buted CHF 200 million to the State’s will rely on controlling and optimising with 2015 to CHF 165,8 million. During coffers. operating costs as well as on the search the previous year, an exceptional pen- for innovative solutions to maintain the sion cost of CHF 10,1 million had been It must be remembered that the com- necessary target revenue levels to pre- recorded (in the ‘ CIA appeal ’ case). pany will face significant challenges in serve economic balance. the coming years to maintain its target The EBITDA/revenue ratio increased by level of profitability and to be able to In this regard, the airport will have to 2 %, to 37 %. The activity recorded net obtain the financing that it will need pay particular attention to changes in profit of CHF 80,8 million in 2016, an to make its ambitious but necessa- the breakdown between aeronautical 8,4 % increase from 2015, half of which ry investment plan a reality between and non-aeronautical revenues in the will be distributed to the State of Geneva. now and 2030. For this reason, eco- years to come.

A NEW PHASE the construction of major infrastructure such as the East Wing and the complete renovation of the baggage sorting system. Genève Aéroport is in the middle of a transition. After a long In 2016 CHF 162 million was invested, a historically high level maturity phase, Genève Aéroport is entering a new, key that includes the purchase of the Swissair Centre. phase in its corporate life cycle, in which the goal is to adapt An increase in the workforce is planned to support the its infrastructure to the increase in passenger volumes. adaptation programme and to give the business the human This will be accomplished by planning and significant resources necessary for the completion of the large projects investment between 2020 and 2030, including, in particular, on its agenda.

KEY FIGURES In millions of CHF

2016 2015 Revenue 445,3 423,7 Earnings before interest, taxes, depreciation and amortisation (EBITDA) 165,8 149,7 Net income 80,8 74,6 Operating cashflow 182,0 178,3 Investment cashflow -158,9 -112,2 Net debt (loans and finance leases less liquidities) 242,9 221,3

RATIOS 2016 2015 EBITDA/Revenues 37,2 % 35,3 % Net income/Revenues 18,1 % 17,6 % Operating cashflow/ Investment cashflow 114,6 % 158,9 % EBITDA/Net debt 68,3 % 67,6 %

Finances 9 FINANCIAL STATEMENTS Balance sheet as of 31 December 2016

2016 2015 CHF CHF ASSETS Cash & cash equivalent 8’182’088 31’177’063 Trade receivable 47’985’574 49’149’182 Other current assets 11’210’440 10’515’006

Total current assets 67’378’102 90’841’251

Property, plant, and equipment 893’124’379 810’595’871 Property, plant, and equipment under finance leases - 1’149’376

Total non-current assets 893’124’379 811’745’247

Total assets 960’502’481 902’586’498

LIABILITIES AND EQUITY Trade payables 34’944’525 29’850’610 Liability adjustments 16’741’654 11’751’687 Current borrowings 517’434 1’377’734 Derivative financial instruments 15’183’681 20’507’329

Total current liabilities 67’387’294 63’487’360

Loans and other non-current debts 250’561’687 251’079’121 Provisions 14’000’000 13’140’000 Pension obligations 435’098’384 397’193’384 Environmental fund 10’319’429 9’879’360 Total non-current liabilities 709’979’500 671’291’865

Equity capital Reserves 102’323’628 93’225’933 Net income 80’812’059 74’581’340

Total equity 183’135’687 167’807’273

Total liabilities and equity 960’502’481 902’586’498

10 Finances 2016 Income statement

2016 2015 CHF CHF Revenue Revenue from aeronautical operations Landing fees 43’065’480 40’954’378 Passenger fees 191’679’179 179’368’835 Other airport fees 14’111’356 13’763’097 248’856’015 234’086’310 Revenue from non-aeronautical operations Commercial fees 92’734’728 90’725’419 Parking 42’542’478 40’385’528 Rent and land rights 21’943’834 20’807’196 Rental-related revenues 9’402’682 9’346’347 Proceeds from centralised facilities 18’675’398 18’037’321 Other operating proceeds 11’119’225 10’300’140 196’418’345 189’601’951 Total revenue 445’274’360 423’688’261

COSTS Personnel expenses Salaries and allowances - 97’989’405 - 92’528’363 Social, illness and accident insurance - 13’791’792 - 12’973’578 Other personnel costs - 7’475’213 - 6’245’848 Employer pension contributions - 20’836’021 - 11’862’153 Pension obligation - 3’750’000 - 11’229’000 Change of pension plan - 660’000 - 10’134’000 - 144’502’431 - 144’972’942 Operating expenses Energy, maintenance and rent - 43’365’572 - 46’946’018 Inventory - 5’569’208 - 5’700’660 Fees for services and subcontracting - 46’362’169 - 38’257’355 Security and surveillance subcontracting - 22’648’119 - 24’294’088 Police costs for ground security - 8’314’731 - 5’285’789 Other operating expenses - 8’259’314 - 8’455’347 Net allowance / reversal to environment fund - 440’069 - 88’532

- 134’959’182 - 129’027’789

EBITDA 165’812’747 149’687’530 Depreciation and amortisation Depreciation on property, plant and equipment - 76’409’502 - 66’636’998 Depreciation on property, plant and equipment under finance lease - 1’149’376 -1’082’763 - 77’558’878 -67’719’761 Operating Income 88’253’869 81’967’769 Interest income - 4’316 Interest expense - 7’441’810 -7’390’745 - 7’441’810 -7’386’429 Net income for the period 80’812’059 74’581’340

Finances 11 BREAKDOWN OF 2016 INCOME

13 % 10 %

Other operating income Landing fees

10 % Parking

43 % 21 % Passenger fees

Commercial fees

3 % Other fees

PRINCIPAL INDICATORS In million of CHF

2011 2012 2013 2014 2015 2016 Revenue 344,8 364,2 376,3 403,8 423,7 445,3 Net income 64,6 66,5 91,6 88,3 74,6 80,8 Dividend paid to the State in N+1 32,3 33,3 45,8 44,2 37,3 40,4 Surface rights 5,0 4,9 5,0 5,0 5,0 5,0 Investment cashflow -66,9 -97,6 -121,4 -110,1 -112,2 -158,9 Passengers 13,1 13,9 14,4 15,2 15,8 16,5

12 Finances MANAGEMENT OF PEOPLE AND SKILLS

With a business model at the intersection of manufacturing, commercial and service industries, and with a focus on putting people and their professional skills at the centre of all processes, Genève Aéroport has developed a model of the citizen-employer : responsible, a good manager of human resources each day and, over the long term, focused on personal and professional development while respecting the com- pany’s values, committed to inspiring employee loyalty, and always anticipating what comes next. Genève Aéroport puts people at the centre of all of its projects. GENÈVE AÉROPORT SERVES 142 DESTINATIONS

The airport continued to offer strong accommodation and have therefore at the airport. Aircraft are divided into connectivity in 2016. From one season been reclassified as scheduled airlines. five classes on the basis of their noise to the next, Geneva had links to 142 emissions, with Class 1 being the noi- airports in 47 countries. Passenger Optimisation siest and Class 5 being the quietest. volumes grew by 4,8%, while the num- The average number of passengers per ber of aircraft movements increased aircraft increased by 3,7 % between In 2016, close to 88 % of aircraft landing by less than 0,6%. Freight transport 2015 and 2016, from 108 to 112. at the airport were in Class 4 or Class grew by 6,5%. (Spreadsheet 5) 5 (Spreadsheet 6). It should be noted Given the greater capacity of the airpla- that from Class 1 to Class 4, aircraft are In 2016, Genève Aéroport welcomed nes flown by the airport's main opera- subject to a tax that ranges from CHF 16'532'691 passengers, an increase of tors, forecasts for 2017 show a potential 20 to CHF 2'000, to which a surtax may 4,83 % compared with 2015. At the 6 % increase in seat capacity on exis- be added depending on the time of day same time, the total number of takeoffs ting flights into and out of Geneva. This at which the aircraft lands. and landings increased by only 0,54 %, additional capacity therfore enable the for a total of 189'840 movements. airport to absorb a significant portion Freight transported has also grown (Spreadsheet 1) of the increase in passenger traffic wit- significantly (6,5 %), from 70'500 to hout more aircraft. 75'000 tonnes (Spreadsheet 7). These figures confirm the clear decou- Freight transport, which serves as a pling between the increase in passenger The principal airlines active at the air- barometer of the local economy, volumes and the increase in the number port have confirmed their commitment confirms the increase in demand that of aircraft movements. (Spreadsheet 2) to continuing this trend in 2017, by pro- the airport has seen over the various This is due both to larger aircraft capa- gressively replacing their fleets with lar- segments of its economic activity. The city and to an optimisation of load fac- ger aircraft. In addition, the arrival of the increase is also due to new routes and tors, with a higher percentage of seats Bombardier CSeries, Airbus A320neo increased flight frequency to certain filled on each aircraft. and A350, and Boeing 787 (all of which destinations with strong commercial are quieter and use less fuel) will help potential. Charter traffic decreased sharply, by limit noise emissions. 23,6 %, because some carriers that Airlines were previously classified as charter Genève Aéroport is encouraging the In 2016, some 59 airlines operated at airlines have selling more flights without arrival of these state-of-the-art aircraft Genève Aéroport. As in previous years,

1.RESULT OF TOTAL TRAFFIC 2016 2015 Change 2016 2015 Change Passengers Movements Airline passengers 16’332’964 15’533’352 +5,1% Airline passengers 145’568 143’616 +1,4% Charter passengers 114’249 149’512 -23.6% Charter passengers 965 1’149 -16,0% Other commercial traffic 51’929 53’518 -3,0% Other commercial traffic 25’676 25’596 +0,3% Total trafic non-commercial 33’548 34’890 -3,8% Total non-commercial traffic 17’631 18’468 -4,5% Total traffic 16’532’690 15’771’271 +4,8% Total traffic 189’840 188’829 +0,5%

14 Aviation Activities 2.EVOLUTION IN NUMBERS OF PASSENGERS AND MOVEMENTS All types of traffic

20 220’000

200’000

180’000

15 160’000

140’000

200’000

10 120’000

100’000 Movements

80’000 Passengers (million)

5 60’000

40’000

20’000

0 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Movements Passengers 3.EVOLUTION IN NUMBER OF PASSENGERS PER MONTH All types of traffic

2

1.5

1 Passengers (million)

0.5

0

May June July March April January February August October September November December

2015 2016

Aviation Activities 15 4.AIRLINE TRAFFIC BY REGION AND BY COUNTRY

Destinations Passengers Change Destinations Passengers Change Destinations Passengers Change AFRICA 365 918 -3.2% Ajaccio (AJA) 45 113 +14.6% Portugal 1 214 940 +11.7% Algeria 57 333 +33.4% Bastia (BIA) 27 613 +13.6% Faro (FAO) 41 791 +46.4% Algiers (ALG) 57 333 +33.4% Biarritz (BIQ) 14 410 +31.3% Lisbon (LIS) 558 233 +6.5% Egypt 47 897 -21.0% Bordeaux (BOD) 195 544 +0.7% Porto (OPO) 614 916 +14.9% Cairo (CAI) 36 204 -15.5% Calvi (CLY) 2 629 -0.4% Romania 62 450 -24.7% Hurghada (HRG) 11 693 -34.2% Figari (FSC) 11 872 +26.2% Bucharest (OTP) 48 084 -13.8% Morocco 192 311 -2.7% Île de Ré (LRH) 9 187 -21.5% Cluj-Napoca (CLJ) 14 366 -47.1% Casablanca (CMN) 82 423 +11.4% Lille (LIL) 63 084 +7.0% Russia 243 802 -2.0% Marrakesh (RAK) 109 888 -11.2% Nantes (NTE) 189 420 +7.8% Moscow (DME) 65 932 -16.1% Tunisia 68 377 -10.8% Nice (NCE) 373 546 -9.0% Moscow (SVO) 170 944 +5.2% Djerba (DJE) 14 823 -17.6% Paris (CDG) 724 986 +1.9% Saint Petersburg (LED) 6 926 -10.8% Monastir (MIR) 2 348 -50.5% Paris (ORY) 304 068 +2.2% Serbia 44 253 -30.8% Tunis (TUN) 51 206 -5.0% Perpignan* (PGF) 261 -- Belgrade (BEG) 44 253 -30.8% Toulouse (TLS) 95 616 +2.2% Spain 1 867 440 +8.7% AMERICAS 410 409 -2.5% Germany 997 637 +6.4% Alicante (ALC) 109 879 +5.6% Canada 124 414 +1.6% Berlin (SXF) 195 053 +5.9% Barcelona (BCN) 633 673 +13.2% Montreal (YUL) 124 414 +1.6% Dusseldorf (DUS) 81 577 +17.3% Bilbao (BIO) 19 795 +2.8% United States 285 995 -4.2% Frankfurt (FRA) 411 300 +7.6% Fuerteventura* (FUE) 5 172 -- Newark (EWR) 88 406 -5.3% Hamburg (HAM) 101 058 +5.6% Ibiza (IBZ) 52 802 +34.2% New York (JFK) 117 261 -6.7% Munich (MUC) 208 649 +1.5% Madrid (MAD) 533 752 +4.8% Washington, DC (IAD) 80 328 +1.1% Greece 307 374 +8.0% Mahon (MAH) 5 214 +23.2% Athens (ATH) 205 534 +6.7% Malaga (AGP) 168 027 +3.4% ASIA & MIDDLE EAST 789 293 +13.6% Corfu (CFU) 7 783 +34.7% Oviedo (OVD) 5 504 +7.4% China 45 076 -18.7% Heraklion (HER) 52 176 +12.6% Palma De Mallorca (PMI)1 60 704 +7.8% Beijing (PEK) 45 076 -18.7% Mykonos (JMK) 21 527 +14.4% Santiago Israel 142 544 +7.2% Rhodes (RHO) 6 620 +18.4% de Compostela (SCQ) 83 881 -0.7% Tel-Aviv (TLV) 142 544 +7.2% Santorini (JTR) 9 319 -12.6% Seville (SVQ) 40 432 +0.4% Jordan 12 500 +0.3% Thessaloniki (SKG) 2 500 -10.0% Tenerife (TFS) 24 441 -1.3% Amman (AMM) 12 500 +0.3% Zakinthos (ZTH) 1 915 -5.3% Valencia (VLC) 24 164 +53.7% Kuwait 6 036 -21.9% Hungary 107 741 +6.9% Sweden 140 039 -6.5% Kuwait (KWI) 6 036 -21.9% Budapest (BUD) 107 741 +6.9% Gothenburg (GOT) 4 444 -6.0% Lebanon 66 443 +10.3% Iceland 43 333 +26.0% Stockholm (ARN) 135 595 -6.5% Beirut (BEY) 66 443 +10.3% Reykjavik (KEF) 43 333 +26.0% Switzerland 645 765 +14.7% Qatar 94 302 +41.9% Ireland 152 863 +23.4% Lugano (LUG) 72 088 +34.4% Doha (DOH) 94 302 +41.9% Cork (ORK) 2 434 -13.3% Zurich (ZRH) 573 677 +12.7% Saudi Arabia 64 712 +21.3% Dublin (DUB) 150 429 +24.3% Turkey 308 556 -2.6% Jeddah (JED) 33 137 +22.2% Italy 881 514 +9.9% Antalya (AYT) 16 329 -27.3% Riyadh (RUH) 31 575 +20.4% Alghero* (AHO) 5 432 -- Istanbul (IST) 243 027 +1.7% United Arab Emirates 357 680 +16.8% Bologna (BLQ) 737 -96.4% Istanbul (SAW) 49 200 -10.9% Abu Dhabi (AUH) 113 249 -0.2% Brindisi (BDS) 73 814 +9.0% Ukraine 60 065 +4.8% Dubai (DXB) 244 431 +26.9% Cagliari (CAG) 32 503 +24.6% Kiev (KBP) 60 065 +4.8% Catania (CTA) 88 929 +5.4% United Kingdom 3 398 318 +5.3% EUROPE 14 767 344 +5.3% Florence (FLR) 38 907 +1.4% Aberdeen (ABZ) 5 075 +16.8% Austria 236 003 +12.1% Milan (MXP) 552 +392.9% Belfast (BFS) 23 135 -8.3% Vienna (VIE) 236 003 +12.1% Naples (NAP) 90 249 +9.3% Birmingham (BHX) 59 181 +11.3% Belarus 7 839 -17.7% Olbia (OLB) 58 031 +14.0% Bournemouth (BOH) 28 271 +15.1% Minsk (MSQ) 7 839 -17.7% Palermo (PMO) 21 015 +53.2% Bristol (BRS) 214 505 +7.6% Belgium 548 100 -5.3% Pisa* (PSA) 25 335 -- Cardiff (CWL) 3 417 +59.9% Antwerp (ANR) 2 664 -79.2% Rome (FCO) 349 042 +6.6% East Midlands (EMA) 5 960 +29.2% Brussels (BRU) 542 643 -4.1% Venice (VCE) 96 968 +6.9% Edinburgh (EDI) 144 048 -4.3% Liege* (LGG) 2 793 -- Kosovo 117 989 +29.0% Exeter (EXT) 2 470 +13.3% Bosnia Pristina (PRN) 117 989 +29.0% Glasgow (GLA) 13 076 -0.7% and Herzegovina 908 -86.6% Luxembourg 51 773 +3.7% Inverness (INV) 594 -63.4% Sarajevo (SJJ) 908 -86.6% Luxembourg (LUX) 51 773 +3.7% Isle of Man (IOM) 1 773 -12.4% Bulgaria 30 525 +146.1% Macedonia 5 894 -18.0% Jersey (JER) 4 349 -17.2% Sofia (SOF) 30 525 +146.1% Skopje (SKP) 5 894 -18.0% Leeds (LBA) 40 336 +0.0% Croatia 55 870 +14.8% Malta 24 356 +138.6% Liverpool (LPL) 126 330 -4.4% Dubrovnik (DBV) 17 030 +4.6% Malta (MLA) 24 356 +138.6% London (LCY) 219 315 +24.2% Split (SPU) 38 840 +19.9% Netherlands 670 791 +2.6% London (LGW) 816 085 +3.2% Czech Republic 63 604 -4.1% Amsterdam (AMS) 663 199 +2.7% London (LHR) 1 041 037 +3.0% Prague (PRG) 63 604 -4.1% Rotterdam (RTM) 7 592 -1.0% London (LTN) 267 929 +1.2% Denmark 221 929 -8.8% Norway 43 046 -3.5% London (SEN) 28 747 +7.1% Copenhagen (CPH) 221 929 -8.8% Oslo (OSL) 43 046 -3.5% London (STN) 59 748 +1.4% Finland 66 690 -24.4% Poland 88 589 +40.2% Manchester (MAN) 223 702 +31.3% Helsinki (HEL) 66 690 -24.4% Krakow* (KRK) 4 212 -- Newcastle (NCL) 63 356 +10.7% France 2 057 349 +0.8% Warsaw (WAW) 84 377 +33.6% Southampton (SOU) 5 879 -37.0%

16 Aviation Activities * New destination 5.CHANGES IN NUMBERS OF of 1,5 %. This strong performance was due primarily to a doubling of its flight PASSENGERS PER MOVEMENT frequency (Spreadsheet 8 and 9). Airline and charter, passengers only Beyond the top 10, Qatar Airways also showed strong growth of 41,9 % following its decision to operate a Dreamliner on its flight between Geneva and Doha. Vueling also grew, with an increase of 124,9 % following the ope- ning of its Rome-Fiumicino route. The same is true of Icelandair, with growth of 117,7 %, due to doubling its flight fre- quency to Reykjavik, to four flights per

Movements week. British Airways (+13,3 %), Iberia (+17,4 %), Aegean Airlines (+43,4 %), and LOT Polish Airlines (+30,1 %) also car- ried more passengers in 2016.

The geopolitical context in certain coun- tries in the Mediterranean region affected some airlines, such as Egyptair (-15,5 %), easyJet (with 43,6 % of the market) and largest, with a 5 % market share and Tunisair (-10,8 %), Pegasus (-14 %), and SWISS (with 14,4 %) together repre- an increase of 13,3 %, in particular Sun Express (-22,8 %). Finnair’s volumes sented close to two-thirds of the market. due to the opening of a new flight to decreased by 24,4 %, due to a decrease London-City. in flight frequency from two to just one easyJet crossed the 7 million passenger flight per day. The same is true of Air threshold in 2016 to 7'113'413 passen- Among the other airlines, Lufthansa’s China, which was down 18,7 % following gers transported, an increase of 5,9 %. market share decreased by 2,9 %, a decrease in its flight frequency during easyJet links Geneva to 75 destinations essentially due to the airline’s decision the winter season. (compared with 69 in 2015). SWISS to have SWISS operate its Geneva- reduced its number of destinations from Munich flights. Finally, for the first time Star Alliance, which includes Lufthansa, 41 to 39, but maintained positive growth Emirates was one of the 10 largest ope- SWISS, Air Canada, Austrian, Brussels of 1,5 %. British Airways was the third rators at the airport, with a market share Airlines, Turkish Airlines and United

6.DISTRIBUTION BY NOISE

CATEGORY Noise Rotations Airline and charter, passengers only Categories 0,01 % 1 10 1 2 5'457 3,72 % 3 12'605 2 4 114'151 9,77 % 8,6 % 5 14'310 5 3

77,9 % 4

Aviation Activities 17 Airlines, was the largest alliance, with a various airlines that are not members of 9,9 % and Germany by 6,4 %. The 28 % market share. It was followed by alliances. (Spreadsheet 10 and 11) Swiss market itself grew strongly, with SkyTeam (Air France, KLM, Alitalia and a 14,7 % increase in market share. Aeroflot), with a 10 % market share, and A growing European market The Gulf state market is flourishing. In then oneworld (British Airways, Iberia, In terms of ranking by country, most addition to the United Arab Emirates, Finnair and Qatar Airways), with an of the growth was in Europe, where served by Emirates and Etihad, the 8 % market share. The remaining 54 % the UK increased by 5,3%, Spain by Saudi market also grew strongly with of market share was divided among 8,7 %, Portugal by 11,7 %, Italy by an increase of 21,3 % (Spreadsheet 4).

7.RESULTS FROM FREIGHT AND POSTAL TRAFFIC

Freight 2016 2015 Change Airline traffic 38’184 35’035 +9,0 % Charter traffic 11’574 10’995 +5,3 % Airlifted airfreight 49’757 46’030 +8,1 % Trucked airfreight 19’539 18’986 +2,9 % Total airfreight 69’296 65’016 +6,6 % Postal freight 5’715 5’402 +5,8 % Total airfreight & post 75’011 70’419 +6,5%

8.AIRLINE TRAFFIC BY AIRLINE

Airline Passengers Change Aegean Airlines 105’101 +43,4 % KLM 432’000 +3,0 % Aer Lingus 103’625 +1,4 % Kuwait Airways 6’036 -21,9 % Aeroflot 170’944 +5,2 % LOT Polish Airlines 76’364 +30,1 % Air Algérie 37’595 +23,5 % Lufthansa 467’032 -20,5 % Air Berlin* 5’950 -- Luxair 51’773 +3,7 % Air Canada 124’414 +1,6 % Middle East Airlines 66’443 +10,3 % Air China 45’076 -18,7 % Monarch 27’755 +621,7 % Air France 724’986 +1,9 % Norwegian 43’232 +2,4 % Air Malta 7’459 -26,9 % Pegasus 54’471 -14,0 % Alitalia 120’274 +14,6 % Qatar Airways 94’302 +41,9 % Austrian 168’844 +8,9 % Rossiya 2’642 -6,1 % Belavia 7’839 -17,7 % Royal Air Maroc 82’423 +11,4 % Blue Islands 2’025 -36,9 % Royal Jordanian 12’500 +0,3 % British Airways 819’223 +13,3 % SAS Brussels Airlines 330’995 -1,9 % Scandinavian Airlines 168’704 -2,5 % Chalair 1’112 -- Saudia 64’712 +21,3 % easyJet 7’113’413 +5,9 % Sun Express 11’058 -22,8 % Edelweiss Air 6’544 -4,0 % Swiss 2’357’907 +1,5 % Egyptair 36’204 -15,5 % TAP Portugal 325’040 +3,4 % El Al 58’345 +6,4 % Tarom 16’537 -15,8 % Emirates 244’431 +26,9 % Thomas Cook 13’902 -11,0 % Etihad Airways 113’249 -0,2 % Transavia Airlines 7’592 -1,0 % Etihad Regional 136’620 +8,6 % Tunisair 68’377 -10,8 % Eurowings 133’682 +8,3 % Turkish Airlines 243’027 +0,3 % Finnair 66’690 -24,4 % Ukraine International 60’065 +4,8 % Flybe 15’994 -17,3 % United Airlines 168’734 -2,4 % Germania Flug 18’561 +428,4 % VLM 1’430 -88,9 % HOP! 4’732 -0,5 % Vueling 178’368 +124,9 % Iberia 341’156 +17,4 % Wizz Air 84’451 +5,4 % Icelandair 21’046 +117,7 % Total 16’332’964 Jet2 59’958 +29,0 %

* New destination 18 Aviation Activities 9.MARKET SHARE BY COMPANY Scheduled traffic 19,5 % Others

1,5 % 2,0 % Emirates TAP 2,0 % 43,6 % 2,1 % Brussels Airlines easyJet Iberia 2,6 % 2,9 % KLM Lufthansa 4,4 % Air France 5,0 % British Airways 14,4 % Swiss

The United States market decreased slightly, by 4,2 %, a some seasonal, were launched in 2016. For example, easy- trend that had already begun in 2015. However, Canada Jet now offers two flights a week to Krakow and three flights resisted the trend : Air Canada’s decision to increase capa- a week to Pisa, year round. During the summer, it operated city provided the airline with slight growth of 1,6 %. two flights a week between Geneva and Alghero. During the winter, it flew to Fuerteventura twice a week, and to New developments Inverness once a week. (Spreadsheet 4) The airport’s principal destinations remain London, Paris and Amsterdam. Brussels slid from fourth to eighth place, SWISS tightened its services, reducing its number of desti- behind Barcelona, Porto, Zurich and Lisbon, due to the nations by two as compared with 2015. During the summer, month-long closure of its airport following the terrorist however, the airline started a new weekly seasonal route to attacks of March 2016. New routes, some scheduled and Lamezia Terme.

10.TOP 20 DESTINATIONS BY CITY Airline traffic

Cities Passengers Change 1. London 2’432’861 +4,5 % 11. Nice 373’546 -9,0 % 2. Paris 1’029’054 +2,0 % 12. Rome 349’042 +3,4 % 3. Amsterdam 663’199 +2,7 % 13. Istanbul 292’227 -0,7 % 4. Barcelona 633’673 +13,2 % 14. Dubai 244’431 +26,9 % 5. Porto 614’916 +14,9 % 15. Moscow 236’876 -1,7 % 6. Zurich 573’677 +12,7 % 16. Vienna 236’003 +12,1 % 7. Lisbon 558’233 +6,5 % 17. Manchester 223’702 +31,3 % 8. Brussels 542’643 -4,1% 18. Copenhagen 221’929 -8,8 % 9. Madrid 533’752 +4,8 % 19. Bristol 214’505 +7,6 % 10. Frankfurt 411’300 +7,6 % 20. Munich 208’649 +1,5 %

Aviation Activities 19 11.DISTRIBUTION BY ALLIANCE IN 2016 Scheduled traffic

28 % Star Alliance

54 % No alliance 10 % SkyTeam

In addition to the airlines that are 8 % members of the three main alliances, several other airlines fly into and out of oneworld Genève Aéroport that are not members of any alliance, representing 54 % of total traffic.

6,6 % 0,8 % Others Eurowings 0,8 % Etihad Regional 1,1 % Vueling 1,5 % Emirates 43,6 % easyJet

20 Aviation Activities OPERABILITY OF THE AIRPORT

In cooperation with its partners, Genève Aéroport is continually optimising its operational processes and adapting its facilities to more effectively and efficiently manage aircraft traffic, passenger flows and baggage flows. It does so while complying with laws and regulations, in particular in terms of safety, security and the environment, to meet demand in the catchment area while respecting the principles of sustainable development. PASSENGER SERVICES AND E-SERVICES

Genève Aéroport offers online ser- nues. The ResaPark represents 37 % below the typical rates in e-commerce. vices to improve the passenger expe- of revenues, with less room for growth, In 2017 the e-services platform will rience. Travellers can reserve parking due to constraints in available parking receive a new design. Numerous through ResaPark, the Priority Lane capacity. Finally, the VIP Lounge and changes and a complete overhaul are to facilitate the security check, and Package (Priority Lane + VIP Lounge) planned by the end of this year. access to a VIP lounge. represent 5 % of revenues. GVApp In 2016 the e-services platform crossed Satisfied customers GVApp has also had growing success. several symbolic thresholds. Its reve- According to the Marketing The number of users has reached nues exceeded a half-million (CHF Department’s estimates, around 70 % 186'580, up 10 % compared with 2015. 520'000, a 30 % increase compared of people who use these services are The number of sessions has also taken with 2015), the number of user accounts business travellers and 30 % are ‘ lei- off, exceeding 3'600'000 (an increase reached 50'000 and the number of sure ’ travellers. It should be noted that of 50 %). Among the new features deve- orders placed exceeded 20'000. the conversion rate is quite high, as loped this year are the ability to scan 25 % of those who go to the e-services your boarding pass to access the airpo- The Priority Lane is the most frequently platform make a reservation. In addi- rt’s free Wi-Fi as well as a new ergono- used service on the site, and by itself tion, the complaint rate has gone down mic design that highlights the airport’s represents over 58 % of total reve- to less than 1 % (0,3 %), which is well businesses. At a glance, passengers

22 E-services can find promotions and restaurant by step from check-in to landing. It also Using geolocation (IOS) and interac- specials of the day. This free app provi- offers the ability to memorise where tive maps, it is easy to work out your des valuable and specific help to travel- passengers leave their cars and to location in the airport, as is finding the lers and their companions. check the times of upcoming public shortest path to a shop or boarding It can follow the stages of a flight step transport departures from the airport. gate.

E-services 23 GROWTH IN AIRPORT RESTAURANT REVENUES

layout was modified, facilitating move- ment between points of sale and better spacing between tables. The Starbucks remained present in the new decor. The FRET restaurant was also renovated after being closed for more than a year, and currently welcomes both airport employees and the public.

Other businesses The concessionaire for the currency exchange locations began renovating its space. Kiosks were also added in the baggage claim area to reduce the impact of the facade construction in the check-in area.

The spaces occupied by shops on the departures level on the west side were rethought to respond to operational needs that will remain throughout the In a generally unfavourable environ- renovated between May 2015 and June work on the facade. In the future, the ment, the results of airport businesses 2016. For example, the gourmet res- shops will be aligned identically to offer were saved by the strong performance taurant ‘ Le Chef ’ opened in 2016. Its better visibility to the commercial zone of the restaurants. cuisine, based on local, fresh and sea- and the Food Court. An entertainment sonal products, was inspired by Geneva area will also be created to enhance the The recently introduced restaurant map chef Benjamin Luzuy. At the Food and mood in these commercial spaces. turned out to be a major contributor Beverage Awards in Geneva in June to Genève Aéroport’s strong financial 2016, this new brand received an award Entertainment results. In 2016, revenue from commer- in the category ‘ best communications In 2016, Genève Aéroport’s commer- cial activity was not proportionate to the campaign on social networks. ’ cial concessions organised various increase in the number of passengers. demonstrations throughout the year Both structural factors (such as ongoing The Montreux Jazz Café, located in the to showcase the diversity of airport construction and a lack of space) and arrivals zone, also received a makeo- businesses. All of these were offered economic factors (such as a decrease ver, completely revamped its menu and for free to passengers, who were invited in spending by Chinese and Russian offers occasional live concerts. The to participate in varied activities such customers, Brexit and a strong Swiss Montreux Jazz Express, on the depar- as chocolate tastings, manicures, mas- franc) had a negative impact on eco- ture level in the transit zone, offers two sages, explorations of Swiss products, nomic activity in general. The ‘ Food types of service (seated dining and and various games in which passengers & Beverage ’ segment, boosted by its take-away) with an ambiance and decor could win gift certificates and promotio- recent conceptual modernisation, was that change with the seasons. nal items. the exception. The Food Court, in a public zone on the From 1 January 2016, management of New developments departure level, was also completely the commercial services of the airport’s Following the ‘ Food & Beverage ’ call transformed, with the arrival of a new CFF train station was transferred to the for tenders launched in 2015, 25 of McDonald’s and new Thai, Turkish and CFF in accordance with an agreement the 29 restaurant points of sale were Italian food concepts. The Food Court’s between Genève Aéroport and the CFF.

24 Commercial Services 2 % 1 % Advertising Services 16 % Food

35 % Shops and 21 % duty free Car rental

25 % Currency exchange, bank and VAT reimbursement

Commercial Services 25 CUSTOMER SATISFACTION

Genève Aéroport works to improve the customer experience at the airport by ensuring quality and diversity in its destinations, services and products, as well as by facilitating their accessibility. In doing so, it relies on its human, financial and technical resources to assess, monitor and opti- mise customer and stakeholder satisfaction. TAKING CARE OF PASSENGERS IN 2016

In connection with the ‘SatisPAXion’ to tell its story through visuals that help Customer service training project, designed to prioritise cus- it define its identity while at the same In various qualitative passenger stu- tomer satisfaction, a raft of measures time responding to passenger needs in dies, staff courtesy and more spe- has been implemented to respond to terms of comfort and signage. Beyond cifically, security agent courtesy has our customers’ main needs. the immediate need for this first site, been emphasised. It is one of Genève fundamental work bringing together the Aéroport’s strong points, with a grade business’s main components led to a higher than 4/5. longer-term reflective process. A brand book was created, which sets forth a In order to maintain a high level of number of rules for future use to ensure professionalism in this area, all active consistency over all visual communi- staff members who come into direct cation. Gradually, communications on contact with passengers have been all media, whether visual or institutio- given specific pilot training programme nal, will be graphically aligned, so that aimed at providing a welcome that Genève Aéroport’s various centres of is adapted to the different types of activity present themselves as a single passengers. Each contact with Genève brand. Aéroport employees must be a posi- tive experience for the passenger, and Wi-fi connection employees must feel that they are part Genève Aéroport’s goal was to ensure of that experience. The pilot training continuous and consistent coverage program will be continued and the trai- over all of the airport's zones. To accom- ning will be given in shorter form to all plish this, new relay-antennas were ins- employees who may have contact with My first is the Wi-fi connection that the talled to boost existing connectivity. The passengers from time to time. Geneva airport provides to travellers. welcome page for accessing Wi-fi was My second is to train staff in cus- also redesigned to facilitate connec- A sense of comfort and safety tomer service. My third is to make tion modes. The scanning of boarding Genève Aéroport also wishes to make airport users feel safe. My whole is the passes using the GVApp was added to its passengers feel safe and comfor- roadmap used by participants in the the existing possibilities : scanning the table. Passengers must be able to move SatisPAXion program for 2016. boarding pass at a dedicated kiosk, through the various airport spaces in obtaining a code on presentation of a a serene and calming environment. To These priorities were determined using passport in the Visitor’s Centre, or recei- make this a reality, the airport has various qualitative studies conducted ving a code by text message. focused primarily on the portion of the in 2015. They were partially addressed In addition, 15 ̒Business Corners ̓ have passenger experience prior to going throughout the year. been installed near the boarding gates through the security checkpoint. To to provide passengers with a greater ensure that the process is as smooth Case study degree of comfort while they use or as possible and to make the transition Noise, dust, detours, confusion... charge their electronic devices. They between the two zones fluid, a video the site of construction on the main are all equipped with standard 220-volt tutorial is broadcast in a loop. It tells terminal facade, which began in June outlets and USB ports. These connec- passengers exactly how to prepare to 2016, had all the ingredients for genera- tivity areas are easily recognisable by send their personal items through the ting the kinds of situations that passen- the ‘ Business Corner ’ logo above X-ray machine and walk through the gers dread. Starting from the need them (see opposite page). They have metal detector. to protect and embellish the site with been a clear success, and travellers tarpaulins, Genève Aéroport seized the began using them as soon as they Additionally, Genève Aéroport and opportunity to create a stylistic area and were available. SEDECT have developed an innovative

SatisPAXion 27 tool to help passengers move through able to test them, make comments, and Infirmary and Children’s area security and towards the boarding vote for the model they liked best. The Passenger comfort also requires pro- gates without any mishaps. The equip- chosen seats will be installed in the viding support when a passenger ment, which looks like an ordinary front boarding areas and in the GP+. experiences a health problem. Genève rug, has state-of-the-art technology to The seats for the future East Wing have Aéroport’s infirmary has been used detect metal in shoes. It indicates to more than 6'000 times, correspon- passengers whether they must remove ding to nearly 4'000 hours, during their shoes or whether they can go which it has relieved the various com- through security with their shoes on. plaints experienced by passengers or employees. Families also have access In addition to the time saved, passen- to a children’s area located on the mez- gers feel more comfortable because zanine level in the transit zone, which they are able to avoid setting off the welcomed 13'679 small passengers in metal detector’s alarm and the poten- 2016. tial search that may ensue. From the standpoint of the security agents, a With a view to greater transparency and decrease in the number of pat-downs better interactivity with its stakehol- also has an impact on their health, ders, Genève Aéroport wants to show because it enables them to make fewer already been chosen. that it is listening to passengers and repetitive movements involving ben- The lavatories are also being trans- has therefore increased its communi- ding down and standing up. formed. The new concept will allow cation with them. Thus, in 2016, 75 % passengers to place their carry-on lug- of information requests and com- Custom-made gage on overhead racks to protect it plaints were transmitted by email or In another effort to improve comfort, from getting dirty. The first toilets of this social networks. The other media used the seats in certain boarding areas will type have been completed between the include a form found on the website, be changed. In 2016, several options Food Court and the security check- letters sent by post, the GVApp and were presented to travellers, who were point on the departure level. telephone. (see below)

COMMUNICATIONS CHANNELS BY TYPE OF MEDIA 7 % 23 % Letter Social networks

2 % 52 % Telephone 3 % E-mail GVApp

13 % Form

28 SatisPAXion OPTIMISATION OF OPERATIONAL MANAGEMENT

European air traffic congestion and tion. For example, aircraft movements waiting time at the runway threshold, Genève Aéroport's confined facilities scheduled for before 10:00 PM will be cutting fuel consumption and exhaust on the ground require an operational less likely to end up generating noise and noise emissions. response in terms of process and during the nightly quiet period. organisation. A specific logo was designed to make Adaptation the new centre a new, clearly identified The construction of the new Airport The decision to create the new centre entity. Operations Centre (APOC), which is was based in particular on Eurocontrol’s expected to take several months, began aviation traffic forecasts. A signifi- General aviation and business in the late autumn of 2016. cant increase in aircraft movements in aviation European skies is expected between General aviation and business aviation This space will bring together various now and 2030, which could saturate are both major components of Genève members of key operational depart- airport capacity. The creation of the Aéroport’s activities. A minimum of four ments to improving their coordination. centre is intended to partially com- movements per hour is reserved for The centre will include representa- bat these problems by maintaining the business aviation ; these timeslots can tives of the Operational Coordination airport's current operational capacity be reserved online. Because this type Department, the Safety Department, to the greatest possible extent until of traffic is by its nature volatile and SDM (Security Duty Manager), DTM new infrastructure provides additional difficult to plan for, operators may give (Duty Terminal Manager), ADM (Airport capacity. The APOC must support the in to the temptation to reserve several Duty Manager), Border Control com- growth in the number of passengers timeslots for a single movement. These mand (corps des garde-frontières, or and aircraft movements at the airport, so-called ‘ speculative ’ reservations CGFR), the ground handling compa- ensure high-quality service during cur- reduce the number of slots available nies Swissport and Dnata, as well as, rent and future construction phases, for business aviation customers as well in the future, representatives of certain and minimise Genève Aéroport’s nega- as for general aviation, therefore limi- airlines. tive impact on the European aviation ting access to Genève aéroport during transport network. periods of heavy traffic. Safety, security and performance The creation of this new centre will help It permits fluid, real-time distribution To combat this problem, Genève reinforce Genève Aéroport’s three prio- of information to stakeholders concer- Aéroport is actively working with the rity areas : safety, security and perfor- ning all airport operations. The APOC Geneva Business Aviation Association mance. Bringing these different entities also relies on data transmitted by the (Association Genevoise de l’Aviation together in the same space will promote A-CDM (Airport Collaborative Decision d’Affaires, or AGAA) to put measures joint decision-making, instantaneous Making) system. This tool, which was in place to optimise the use of available and identical information-sharing with implemented more than a year ago at timeslots. Some of these measures are all parties, cross functional coordina- Genève Aéroport, transmits information primarily administrative. Another pos- tion, and simultaneous management to Eurocontrol in real time regarding sible solution would require a finan- of both everyday operations and dete- an aircraft's state of preparation and cial guarantee to reserve a timeslot. riorating situations. This new deve- estimated time of departure. A-CDM Thus, a slot that is reserved and used lopment will have an impact on ope- thus facilitates an overall view of traffic properly would not be billed, while an rational punctuality, capacity, fluidity in European airspace and more accu- improperly blocked slot would be billed and efficiency, as well as on customer rately predicts the consequences of to the operator. service and respect for the needs of a delay on an aircraft’s route and on These measures, on which the airpo- local residents. The greater fluidity and preparations on the ground for its arri- rt is working actively with the AGAA, punctuality of airport traffic will reduce val. It also benefits airports, airlines and are intended to maintain the airport’s disturbance, in particular noise pollu- the environment by reducing aircraft attractiveness for this aviation segment.

Operations 29 tified and are described in PUR-GA. Management of deteriorating NEW VERSION These situations, whose impact on air- situations OF GENÈVE port operations may be more or less Deteriorating situations are managed, in severe, range from a strong hurricane a first phase, by a unit led by the Airport AÉROPORT’S to an aircraft crash, building collapse or Duty Manager (ADM), who gradually epidemic. and proportionately use the operatio- EMERGENCY PLAN nal, technical and specialised resources Improvements in several areas required. This newly created unit (the Genève Aéroport’s Emergency Plan The 2017 version of PUR-GA contains APOC unit) allows for the rapid inclu- (PUR-GA) is continually tested and several important modifications relating sion of specialists, relevant partners modified, and annual exercises are to the development of the new Airport and Genève Aéroport’s communications held to verify its effectiveness and Operations Centre (APOC), simplification department. In the second phase, if the appropriateness. A new update went of mobilisation instructions and functio- emergency situation worsens or lasts into effect in 2016. ning of PUR-GA staff, possibilities for longer, the PUR-GA staff is brought in. improvement that were flagged during Its mobilisation and functioning have Complex coordination the 2015 BUTEO emergency exercise, been simplified and the number of units The purpose of the PUR-GA is to spe- and optimisation of coordination among has also been reduced so that the mobi- cify the tasks and responsibilities of the operational partners. lisation can occur more rapidly. bodies involved in managing deteriora- ting airport situations, emergencies and Among the principal improvements in Communication and training crises. It also describes the structure the 2017 PUR-GA, the most significant All PUR-GA documentation has been that Genève Aéroport has put in place concerns the airport’s crisis-manage- updated, in particular the instructions to manage the airport in non-standard ment structure, in particular the inte- for PUR-GA staff units, which were situations, as well as the processes for gration of the APOC and a modified substantially modified to include these coordinating with its partners. structure for PUR-GA’s staff. new procedures. The Emergency Plan Coordinator played an important role Seventy emergency situations The increased authority of these cri- with respect to communications and Ten categories covering some 70 diffe- sis-management bodies was therefore training for airport partners and Genève rent emergency events have been iden- reinforced and better structured. Aéroport employees.

MORE THAN throughout the year — not all were emer- Appointment of Commander Czech gencies. More than four thousand of The appointment of Commander TWENTY ASSIGN- these events (4'103) were requests to Alexandre Czech on 1 August 2016 was secure aircraft while they were being a major turning point in the life of the MENTS PER DAY refuelled with kerosene with passengers fire department. Former Head of the FOR THE SSA on board. surveillance department in the safety division, he was promoted to chief of In 2016, Alexandre Czech was Some 2'873 medical calls (ambulances) the safety division of the operations appointed commander of the Airport were responded to at and outside directorate, commander of the SSA, and Safety Service (SSA). The aviation fire the Genève Aéroport. The other calls raised to the rank of captain. He is in department was called into action consisted primarily of ‘ fire ’ and ‘health charge of 110 employees grouped into more than 7'600 times during the year. assistance ’ calls (210), checks following six sections. His second in command the triggering of automatic alarms (197) is Patrick Sarrasin, who was the interim The aviation fire department’s barracks and Nedex alerts (explosives neutralisa- commander for several months before are equidistant from the two ends of tion, removal and destruction), with 56 Mr Czech’s appointment. the runway. This geographic location calls during the year, or more than one enables them to quickly reach any point per week. Snow clearance on the runway or on the apron. Regularly In close collaboration with the runway audited by the Federal Office for Civil The professional aviation firefighters service, the SSA managed several snow Aviation, the fire department must be were also asked to maintain a precautio- alerts in 2016. On four occasions, it was able to respond quickly — it should be nary presence at several external events necessary to implement the new snow ready to fight a fire within three minutes such as the Salon de l’Auto, Swiss Car removal procedure, which renders the after a fire alarm is sounded on an air- Event, SIBOS, Supercross and the Fêtes runway operational within 25 minutes. craft landing at Genève Aéroport. de Genève, to mention just the large In addition, a method for snow loading Of the 7'661 times that the SSA was events. These assignments represented using snow blowers was introduced that called — more than 20 calls per day a total of 295 days of engagement. speeds up snow loading on the apron.

30 Operations ECONOMIC SUSTAINABILITY

In synergy with its institutional partners and the participants at each stage of a trip, Genève Aéro- port consolidates and develops its business model, and use of its know-how and its investments to pay the necessary costs to pursue its activities, while complying with requirements imposed by the authorities and anticipating changes in the scope of its activities. THE AIRPORT CONTINUES ITS TRANSFORMATION

was accompanied by communications support, with the development of a dedicated digital space (www.gva.ch/ aeroportenmouvement), and significant work in terms of customising the wor- king areas. For example, the tarpaulins stretched over the front of the terminal were the first media used to display the airport’s new graphic logo, which has been displayed on all projects since.

Noise-abatement facility A noise-abatement facility (shown on the cover of this report) designed for engine testing without causing nuisances for local disturbing local resident, was erec- ted to the west of the facilities. This soundproofed hangar comprises per- forated panels filled with glass wool, which muffles sound waves and reduces perceived noise by a factor of 100. Significant work was done in 2016 to with the symbolic setting of the cor- Previously performed in the open air at consolidate, modernise and replace nerstone on 19 May 2016. This phase, position 19 (in the middle of the apron), existing facilities. At the same time, called ‘ BAT 1 ’ which consists of building these tests now have a smaller environ- new structures will be built to expand the below-ground levels, will be followed mental impact. the airport. by the ‘ BAT 2 ’ phase, in which the buil- ding will rise above ground. This work- Aircraft positions and radars Genève Aéroport, which is one of the site is at the heart of the airport’s ‘ East Aircraft positions, with a final surface oldest airports on the European conti- Sector ’ which has undergone significant area of 21'000 square metres, sufficient nent, has several structures currently in preparatory work (including, for exa- for five aircraft, began to be fitted out need of significant work to comply with mple, moving the customs road below (in the so-called 50 positions) to the standards. Other buildings need to be ground) to make room for the future east of the existing apron, to generate enlarged to support growth in the num- boarding areas for long-haul flights. alternative parking by replacing posi- ber of passengers. Despite the airport’s tions that are inaccessible during the small footprint, new structures must be THC worksite construction of the East Wing. A PSR built, sometimes in difficult situations, to In June 2016, construction began on (Primary Surveillance Radar) and MSSR complete the construction while ensu- the check-in hall’s facade transforma- (Monopulse Secondary Surveillance ring operational continuity under satis- tion (THC), which consists of pushing Radar) tower was built, in partnership factory operational and safety condi- out the terminal’s glass walls about six with Skyguide, during 2016. The radar tions. Finally, the effort to keep the metres toward the outside. This work is now being tested and will become airport’s transformations consistent with will provide an additional 1'000 square operational in October 2017. sustainable development requires the metres of space, useful to travellers as construction of new facilities. well as to airport partners and conces- On the commercial aviation side, impro- sionaires. Expected to take until the end vements were made to heat and sound East Wing of 2017, this construction, which could retention in the large aircraft-mainte- The construction of the East Wing, the potentially cause disturbance (such as nance hangars by changing their airport’s flagship project, officially began noise, dust, and modified pathways) immense doors.

32 Infrastructure Environmental equipment water will be released into the Vengeron. ting-edge technologies and materials) Finally, ground was broken for a 9'500 Responding to the various strategic and sustainable development (energy cubic metre retention pond, which will objectives recently defined by the com- efficient buildings and using renewable collect water polluted by de-icing pro- pany, these worksites are all marked energies whenever possible). ducts, for treatment so that cleaner by a passion for innovation (use of cut-

Infrastructure 33 operation and infrastructure of airfields to verify that airport processes satisfy CERTIFIED under its authority. These requirements safety requirements and that the airfield COMPLIANCE describe, in particular, the manner in operator applies these processes as they which an airport is supposed to orga- are described on paper. WITH nise aircraft fuelling, firefighting ser- vices, periodic monitoring of runway Genève Aéroport is the first airport in EASA’S SAFETY condition, approach lights and snow Switzerland to receive EASA’s certi- REQUIREMENTS removal operations. ficate. Zurich, Berne, Lugano and St Gallen-Altenrhein airfields are expec- The European Commission has charged Since Switzerland is a member of ted to obtain theirs by the end of 2017. the European Aviation Safety Agency EASA, the requirements apply to some (EASA) with harmonising aviation secu- of its airfields, in particular those in The regional airfields of Sion, Grenchen, rity standards throughout Europe. Zurich, Geneva, Berne, Lugano and St Les Éplatures, Samedan, Écuvillens, Gallen-Atenrhein. Lausanne, Birrfeld and Bressaucourt To do so, in Regulation (EU) No remain certified in accordance with the 139/2014 it established a set of requi- The Federal Office of Civil Aviation (FOCA) requirements of the International Civil rements relating to the organisation, is carrying out an audit over several days Aviation Organization (ICAO).

34 Infrastructure dard, an asset-management system, mitment at all levels of responsibility is FIRST AIRPORT is a measure of skill. It proves the essential to integrate and successfully IN CONTINENTAL existence of solid processes for the use these good practices for asset technical, administrative and financial management. EUROPE TO BE ISO management of assets. It guarantees rigorous, supported, reliable and effi- The auditor commended the airpo- 55001 CERTIFIED cient asset management. rt’s integrated approach and struc- ture, which optimise costs over an Genève Aéroport has received AFAQ This certification is the culmination of asset’s life cycle. It was also noted ISO 55001 certification from AFNOR (the a long process of analysis, adjustment that the alignment between Genève French Standardisation Association), and awareness-building begun more Aéroport’s objectives and the asset which confirms the airport’s use of than four years ago. It also repre- management system was strong. Thus, internationally recognised best prac- sents the starting point and structural Genève Aéroport has proven its ability tices in managing its facilities. framework for the implementation, per- to effectively and sustainably manage petuation and continual improvement its physical assets, on a basis that By putting in place a system for inte- of Genève Aéroport’s asset manage- includes the criteria of criticality, risk grated management based on per- ment system. Leadership and corpo- and performance. And it has become formance evaluations and continual rate culture are essential factors in the first airport in continental Europe to improvement, the new ISO 55001 stan- obtaining the certification, and com- obtain ISO 55001 certification.

Infrastructure 35 HOLISTIC, ENVIRONMENTALLY CONSCIOUS MANAGEMENT

The walls of the noise-abatement faci- lity are covered in sound-absorbing panels. Perforated with thousands of small holes filled with glass wool, the panels reduce the noise released to the outside by 20 decibels. The facility can accommodate C-code aircraft (such as the A320), which are the largest aircraft on which mainte- nance is regularly performed in Geneva. In addition to protecting local residents from noise pollution, the facility also increases operational safety by redu- cing the risk of jet blast. Moreover, the outside of the facility is covered with 1'600 square metres of solar panels, which have been producing 230 MWh/ year since April 2016 — equal to the energy consumption of 60 four-person Swiss households. The building, which is also architecturally noteworthy, cost talling a noise-abatement facility, soun- Genève Aéroport CHF 16 million and Management of the airport requires dproofing homes in the area and limi- will enable the airport to eliminate most balancing many needs, while strongly ting opposite-direction runway landings open-air engine tests (of which there weighting factors related to the envi- in the late evenings), to improve the air- were close to 350 in the southern area ronment. port’s waste-management programme, of the airport in 2016). to support the transition to electric Genève Aéroport implemented nume- vehicles on the apron, to promote soft Soundproofing homes rous environmental measures during mobility and to launch an industrial At the same time, Genève Aéroport the 2016 fiscal year. In so doing, the ecology project. continued its programme to soundproof airport's management signalled its homes near the airport using appro- intention to move towards holistically Noise-abatement facility priate window insulation. managing airport activities, taking into In December 2016, the airport autho- This will be completed over several account aviation-related impacts on rity opened a noise-abatement facility. years for the Swiss towns in the area. the environment, the people who work High-powered engine tests, which must In the town of Ferney-Voltaire, a spe- there and on those who live nearby. be performed after aircraft maintenance cific programme to financially support Genève Aéroport has prepared a full operations, are conducted inside the soundproofing was implemented and description of the actions taken as part facility. This reduces noise polution by will be completed in 2017. Since 2004, of its environmental policy over the past a factor of 100. Genève Aéroport has invested close to two years. This is the subject of the Previously, these mandatory tests had CHF 54 million and has helped soun- company’s Sustainable Development been conducted in the open air, at an dproof 3'640 homes in local Swiss Report*, which was published at the aircraft position in the middle of the and French towns (Ferney-Voltaire). end of 2016 and is available on the air- apron that is now inaccessible due to port’s website. the construction of the East Wing. Traffic information site The airport took numerous actions in For this reason, the airport decided to To improve its communication and 2016 to reduce the perception of noise build a special facility to the west of the contact with local residents, Genève generated by the airport (such as ins- new construction. Aéroport created a new webpage

36 Environment devoted entirely to monitor aircraft and updated information on aircraft industry practice may generate noise noise emissions. The webpage provi- movements. It forms an important link pollution at opposite ends of the runway des information about aircraft move- between the airport and local residents simultaneously. Limiting the practice ments and the noise that they emit. for communicating about the noise can preserve peaceful conditions for at generated by the airport’s activities. least some local residents beginning at This initiative was developed in collabo- The tool may also be used to look 10 : 00 PM. ration with the Consultative Commission up the results of measurements taken for Action to Combat the Troublesome by a network of microphones placed Waste management Effects of Aviation Traffic (CCLNTA), around the airport, either in real time or Genève Aéroport has continued to which includes both experts and repre- afterwards. pursue its waste management policy sentatives of the Geneva government throughout the airport. As a result, the and of the towns located near the Limits on opposite-direction recycling rate has increased by one airport on both sides of the border. landings point, to 42 % across all facilities, with The data gathered on the interactive Genève Aéroport has maintained a high of 49 % in the main terminal (an site uses a new interface, the Aircraft limits on opposite-direction landings increase of four points compared with Noise Identification and Measurement between 10 : 00 PM and the start of 2015). System (Système d’Identification et the nightly quiet period. This pilot pro- Moreover, a sorting system specifically de Mesure du Bruit des Aéronefs, or ject, which was initiated in 2015 and for waste generated by aircraft was SIMBA). SIMBA replaced the previous will be renewed in 2017, has reduced implemented in 2015 through a pilot system, which had not been updated opposite-direction landings by 80 %. project conducted with easyJet. The since 2003. The system makes it pos- Based on an assessment by the air experiment was successful and was sible not only to monitor airplane noise, traffic controller (Skyguide), under cer- expanded in September 2016 to include but also to aggregate the information tain conditions aircraft may land facing all airlines. and provide it to local residents and opposite to the usual runway direc- Finally, the airport partnered with Terre airport users. tion, to avoid an approach manoeuvre des Hommes to collect used mobile The site includes general information that takes longer and uses more fuel. phones to recycle the various materials on noise measurement, legal provisions However, this widespread aviation used to make them.

Environment 37 Mobility and electric mobility by public transport and partially sub- Industrial ecology programme The fleet of buses operating on the sidises UNIRESO or CFF passes for all Genève Aéroport has set up indus- apron was expanded to include four staff who give up their airport parking trial ecology workshops to which it electric buses in 2016. Two were diesel spots. Employees who work at night has invited the various concessionaires buses that the airport already owned may also use the Airport Staff Shuttles active at the airport. This project, and retrofitted to replace their diesel (Navettes Personnels Aéroport, or spearheaded by Genève Aéroport, is motors with electric ones, while the NPA), which again expanded this year intended first to identify the flow of other two were built as electric buses to include three new on-call shutt- matter and energy across all airport and acquired by the airport. This ini- les (out of a total of 18) and a new activities, as well as the needs of the tiative is part of a more general policy scheduled shuttle (from a total of five) site’s economic bodies. Using a par- to actively promote electric mobility targeting a area in Old Town Geneva ticipatory approach, the next goal is within the airport’s fleet of vehicles and and another in Petit-Saconnex. In 2016, to identify potential improvements to machines. For example, the ground more than 57'000 people were trans- meet the businesses’ actual needs, and handling company Dnata acquired ported to and from the airport site (a then to implement actions that provide three electric ladders. In 2016, 22 % of 13 % increase compared with 2015). added operational and environmental all vehicles belonging to the businesses value. active on the airport site were electric, Genève Aéroport also encourages with a goal of reaching 40 % by 2020. carpooling, offering certain benefits Nothing like this has ever been done at to employees who commute to work an airport ; the project therefore repre- Alternatives to individual together in one car. In 2016, Genève sents an innovation on an international transport Aéroport developed a system to give scale. To promote the most ecologically res- carpoolers access to parking spaces ponsible modes of transport, Genève that are closer to where they work wit- Aéroport encourages the employees hout paying for the hours during which *www.gva.ch/publications, of all on-site businesses to commute they are parked. Institutional publications

38 Environment COMMITMENT TO RESPONSIBLE VALUES

With a long history that it shapes and that continues to tell, and in accordance with its missions, objectives and strategies, Genève Aéroport promotes the values of economic, social and envi- ronmental responsibility. It tries to embody these through its staff, share with its partners and stakeholders, and that apply consistently in all of its short, medium and long-term actions. THE THREE SEASONS OF ‘I FEEL GOOD’

Under the leadership of the Safety The second season, which took place in tants served breakfast to passengers. Office, since 2015 Genève Aéroport 2016, concerned food and movement. Employees were also given the oppor- has conducted an ‘I feel good’ cam- Employees were invited to breakfasts tunity to work with athletic coaches to paign to raise employee awareness with a dietician who was available to participate in sports events. of preventive measures to promote coach them and guide them nutritional- workplace health and safety. ly, if they so desired. In addition, in early autumn a nocturnal sports event, the Aérothon, was held The ‘I feel good’ campaign has covered Under the leadership of Norbert (the on the apron and runway. Employees three seasons (one per year since 2015) host of Top Chef), helped by airport of Genève Aéroport and of its partner and responds to Genève Aéroport’s staff, several recipes were developed. businesses at the airport site were able commitment to being a responsible The chef’s skills were immortalised in to participate in this event, either run- business for its employees. tutorials filed by Genève Aéroport’s ning, cycling or Nordic walking. video department and then posted on In 2015, the first season’s themes were the intranet and social networks. An In 2017 the campaign will focus on slip-and-fall accidents and workstation event was held on 5 October 2016, in wellbeing, stress management and ergonomics. which Norbert and his team of assis- relaxation.

40 I Feel Good walking or biking to raise money for the in all. To increase the humanitarian AÉROTHON FOR Geneva Red Cross. impact of the sports event, each par- THE RED CROSS ticipant was asked to find sponsors to The race began at a 00:15 and lasted donate a certain amount per kilometre. On the night of 15 to the 16 September, until 04:00 in the morning, giving the Genève Aéroport opened its runway operations teams sufficient time to pre- The funds raised were donated to the and apron to airport staff for a sports pare the runway and apron to return to Geneva Red Cross in the name of event. their primary purpose. Genève Aaéroport for a total of CHF 67'000 (of which CHF 50'000 was from Each participant sought third-party A total of 733 Geneva airport site gathe- Genève Aéroport, in particular due to sponsors and tried to cover as many red in an area normally reserved for air- the support of numerous sponsors at kilometres as possible either running, crafts. They covered 8'400 kilometres the airport).

I Feel Good 41 A RESPONSIBLE BUSINESS

In 2016, Genève Aéroport crossed the logue and access to individual profiles, sional practices in the canton. 1'000-employee threshold. To structure are on a single platform. With respect to workers’ rights protec- staff professional development res- tion on the airport site, in 2014 Genève ponsibly, since 2016 the airport has Labels Aéroport decided to ask concessio- offered two types of employee reviews, Genève Aéroport again received the naires to provide it with an annual labour focused on skills management and pro- ‘ 1+pour tous ’ label, which recognises report. Lastly, an ‘ airport ’ working group fessional development. companies that prioritise, all skills being was established in September 2014, equal, recruitment of the unemployed under the aegis of the Labour Market Thirty-six new employees now work for or jobseekers and therefore commit to Supervisory Board (CSME). This group, the public entity. They are located pri- integration through jobs in Geneva. The which includes representatives of com- marily in the Infrastructure Department airport has also obtained the ‘Swiss panies, labour unions, Genève Aéroport, and the Runway Office, to support the Olympic’ label, awarded to companies and the state (DSE and OCIRT), is res- completion of various works in progress that hire apprentices who are training ponsible for reviewing working condi- throughout the airport area. for elite sports, modifying their working tions at these companies on the airport hours to meet their training constraints. site. At the end of 2015 the CSME Reviews It has also reviewed all of the determi- strengthened workers’ protection for During the year, Human Resources native criteria to enable it to maintain companies holding concessions. This implemented a policy designed to conti- the Friendly Workspace label in 2017. was done by introducing a clause impo- nually motivate employees while pro- This label is granted to businesses that sing a penalty on any concessionaire moting their skills development. staff successfully implement health manage- guilty of a serious breach of its wor- were invited to participate in two types ment in the workplace. king-condition obligations. Furthermore, of annual review, a ‘development’ review Genève Aéroport agreed with OCIRT to aimed at reviewing the past year and Staff of other airport-site companies add a clause to its concession terms setting objectives for the future, and a In terms of workers ’ rights on the air- that releases the competent authorities ‘skills’ review to take place at least every port site, Genève Aéroport requires all from their duties of confidentiality when two years and designed to help the organisations holding operating conces- dealing with Genève Aéroport. employee understand the specificities sions, as well as those participating in of each profession and the changes its tenders, to comply with regulations Thanks to this clause, OCIRT and/or its that have occurred in that profession, so on worker protection. Companies are joint authorities have the right to dis- that he or she feels prepared to manage therefore bound by a collective labour close to Genève Aéroport all information change. All supervisors received specific agreement applicable to Geneva, or about its contractual partners and their training to enable them to best support have agreed with the Cantonal Office for subcontractors relating to worker pro- their employees in this process. Almost Work Inspection and Labour Relations tection without fear of being accused of all of the skills profiles, the training cata- (OCIRT), to comply with current profes- violating professional secrecy. EVOLUTION OF WORKFORCE 2012 2013 2014 2015 2016 F.T.E. Pers. F.T.E. Pers. F.T.E. Pers. F.T.E. Pers. F.T.E. Pers.

Employees with permanent contracts 770,9 809 793,2 836 816,2 858 859,6 908 911,44 964 Monthly auxiliaries with temporary contracts 38,5 49 35 46 50,3 64 41,9 52 25,50 31 Apprentices 5 5 7 7 5 5 7 7 7 7 Total 814,4 863 835,2 889 871,5 927 908,5 967 943,94 1002

42 Human resources AN ACTIVE PARTICIPANT IN THE REGION’S ATHLETIC, CULTURAL, SOCIAL AND COMMUNAL LIFE

Genève Aéroport has a dynamic and Principal commitments Aéroport’s corporate sponsorship policy. structured policy of supporting orga- In the athletic sector, principal support Four giant piggy banks are distri- nisations and projects in the athletic, goes to the Lions de Genève (basket- buted throughout the terminal so that cultural, touristic and humanitarian ball), the Genève Servette hockey club, passengers can drop in their change fields. the Swiss Tennis Open (wheelchair ten- or express their generosity. Genève nis) and Team Genève. Aéroport matches all amounts donated In order to maintain its ties to local by passengers, with the result that residents, the French-speaking cantons In the cultural area, the primary reci- since 2009, CHF 250'000 has been deli- and the cross-border regions, Genève pients are the Chamber Orchestra of vered to the Geneva Red Cross. Aéroport supports a large number of Geneva, the Caribana Festival, the organisations with regional roots. Festival Vernier sur Rock, the Forum Genève Aéroport’s management Meyrin, the Théâtre de Carouge, the and staff regularly choose a citizen Each year, more than CHF 800'000 is Festival Tous Ecrans and the Annecy challenge to announce. allocated to non-profit organisations International Animated Film Festival. that satisfy the company’s values and With respect to tourism and the eco- In 2016 the collective goal was to raise distribution criteria. Genève Aéroport nomy, the subsidies mainly go to the money through the nocturnal Aérothon thereby demonstrates its commitment Geneva Lake Festival, Forum des 100 race located on the airport’s apron and to serving the region, in addition to its and the Alfa ACI. runway. Airport employees requested primary mission, which is to connect sponsorship per kilometre. They cove- the country and the region to major In terms of charitable giving, the Geneva red 8'400 kilometres on foot or by bicy- political and economic centres, as well Red Cross, Terre des hommes, Friends cle during the nocturnal quiet period, as to the international aviation trans- International and Handicap International raising CHF 67'000 for the Geneva Red port network. are the principal beneficiaries of Genève Cross.

Sponsorships 43 OPENNESS,DIALOGUE, RESPECT AND TRANSPARENCY

Genève Aéroport’s institutional com- airport’s governance and operations cise demonstrated progress in this area, munications are now managed by an has become more pressing. Efforts to we prioritised structuring the crisis com- autonomous communications depart- satisfy these demands from the ins- munication management processes. ment using multiple channels, in line titution’s stakeholders began with an This effort will continue over the coming with the company’s values and strate- uncompromising look at our commu- years’ exercises, and will be modelled gic objectives. nications record, and with energetic on work done at the cantonal level (with decision-making. the State-level reform of crisis commu- nication management) and at the federal Restructuring level, with exercises planned for 2017. At various levels of the airport authority, management was convinced that the CASAI Geneva Group airport needed to rethink the way it The surname Casaï – from the name of functions. Geneva Councilor of State Louis Casaï (1888-1955), a key player in the history of A department in charge of institutio- the airport’s development – was used as nal communication was created at an acronym for a working group called the beginning of 2016. Its team began the Cadres Associés de l’Aéroport with members of the Marketing and International de Genève (Associated Communications Division (which has Managers of Geneva International been renamed the Marketing and Airport). This group met from time to time Business Development Division) and throughout the year, bringing together members of the Press Office (media representatives of various departments relations and video office) and then and offices to discuss cross-functional added new employees of varied profes- issues and promote the development sional backgrounds. The new depart- of a strong company culture within the ment took over management of social communications group. The group gave networks (Facebook, Twitter, LinkedIn, rise to communications projects promo- How many passengers will pass through Google+, Youtube and Instagram) as ting transversality and openness toward the Geneva airport in the next 15 years? well as of the airport’s digital platforms the company’s partners. What facilities will be needed to provi- (intranet and extranet). A coordination de them with satisfactory comfort and committee was created between the Coordination safety? Will this traffic have an impact Communications Department and the During the last months of 2016, the com- on local residents’ quality of life? On Marketing and Business Development pany’s corporate governance reform, as their health? On the fluidity of ground Department to manage the Internet approved by the Board of Directors, was traffic at the front of the terminal? platform to serve all of the company’s applied to the communications depart- needs. ment. Information exchanges between All these questions are currently being senior management and the board discussed as the company works to Crisis communications accelerated. Cooperation on strategic define Genève Aéroport’s Sectoral During its first year of existence, the projects with the State, which, through Aviation Infrastructure Plan (SAIP) Communications Department focused the Department of Security and the (see inset). Numerous stakeholders mainly on training its members Economy (DSE), owns the airport, took have grown increasingly interested in (postgraduate education and enroll- the form of regular bilateral meetings. the development of aviation facilities. ment in bachelors’ degrees as conti- Questions relating to corporate gover- nuing employee education, participation From 1 December 2016, the head of the nance have become more relevant. in conferences, exchanges with other communications department became Requests for information have become companies). an associate member of the airport’s more specific. The need to explain the Since the 2015 BUTEO emergency exer- management.

44 Communication Holistic approach titutional communication will include of its catchment area. It will do so Just as the airport itself now takes all of its stakeholders in its strate- while pursuing the company’s strate- a holistic approach to develop- gy – employees, partners, clients, gic objectives, guided by the values ment, taking all aspects of growth its shareholder and its directors, as of openness, dialogue, respect and into account, Genève Aéroport’s ins- well as local residents and residents transparency.

nature and the landscape and equip- cess and of the projects underway. THE SAIP, ment. These documents also describe The groundswell triggered by the sud- ACCELERATING impacts on the land and the environ- den surge in ethical, environmental and ment. energy awareness presented the air- STRATEGY port with an opportunity. Instead of The federal authorities and the canton of criticising the voices raised against it, The SAIP is the Swiss Confederation’s Geneva have been working for several the institution looked into its own way civil aviation planning and coordination months with Genève Aéroport’s mana- of communicating. The foundation was instrument. It sets binding objectives gement to define Genève Aéroport’s laid throughout the 2016 year; under the and requirements relating to Swiss civil SAIP document. To define the bounda- leadership of the new senior manage- aviation infrastructure. The SAIP inl- ries within which the airport may evolve ment, it will be supplemented through cudes a ̒conceptual’ part, which sets over the coming years, a private firm additional actions. forth general objectives and require- has been hired to assess the demand ments concerning Swiss civil aviation that the infrastructure may need to Reporting to the CEO’s chief of staff, facilities and defines the network of meet. The response, confirmed using at the end of 2016 a director of exter- aerodromes, specifying the location and various calculation methods, shows 25 nal relations and a deputy for aviation function of each. The Swiss Federal million passengers by 2030. This figure, affairs sketched out the contours of the Council adopted this part in October released without additional information, projects underway to improve relations 2000. understandably caused consternation with Genève Aéroport’s partners from among local residents. Environmental the economic, political and aviation sec- The other part, ‘objectives and requi- organisations followed, questioning the tors. Whether in Geneva, or in the rest of rements by facility,’ sets forth require- airport's development. Political parties Switzerland, and in each of the world’s ments specific to each facility based relayed their complaints, and citizens great cities hosting forums, summits, on the conceptual part. This second made it known that they wanted to be salons and general meetings of umbrel- part includes mandatory terms concer- included in the conversation. Certain la organisations where it made sense for ning the aerodrome’s operations and incomplete or erroneous information representatives of the airport to be pre- boundaries, noise exposure, the obs- began to circulate, which sometimes sent, to ensure that it was represented tacle limitation area, the protection of gave an inaccurate picture of this pro- and developed in a coordinated way.

Communication 45 about its activities. As of 31 December pany event was covered by Live-Tweets. #SERVICES AND 2016, the number of fans exceeded With the groundbreaking of the East #DIGITALSUCCESS 53'000 (or 44 % more than the previous Wing, the takeoff of the Olympic flame year). During the year, 65 million people for Rio, and a harp recital orgnaised Vineyards planted north of the airport to were reached through this network. in the boarding area in honour of the produce ‘ Golf Echo ’ wine, as Geneva’s music festival (fête de la musique), initials in the aviation alphabet? Praised After the success of its #flashmob in Genève Aéroport took its first steps by a high-end food critic, the news 2015, and with the kind cooperation using Periscope (live video streaming spread like wildfire. It was the 1 April of its main airport partners, Genève app on Twitter). 2016 ! The ‘ April Fool's day ’ neverthe- Aéroport organised a very successful less enabled the airport to communi- #MannequinChallenge (420'000 views Functioning as a ‘ communications cate about the quality of its biotope, by 31 December), strengthening ties agency ’ within the company, the its biological diversity, and its flora and with its fan community and making itself Communications Department has fauna. known beyond the circle of aviation helped various airport partners with enthusiasts. The exercise also had one strategy, communications, text pro- A contest organized to celebrate the educational virtue : it introduced the duction, video production and gra- 50'000th fan of Genève Aéroport’s greater public to all the trades involved phic design. Facebook page permitted 30 partici- in activities on the ground. pants to win a tour of the facilities Those helped include the commercial and security department of the Airport The press conference organised around concessions, Safety Office, Operations, Safety Service (SSA). It was 1 April the publication of the 2015 annual report SSA, the Marketing & Business 2016 : they saw the all-new film directed and the financial results for the previous Development Division and Human by the Communications Department year marked the first time that a com- Resouces.

46 Communication EXTERNAL RELATIONS

In 2016, Genève Aéroport intensified nal, cantonal and municipal levels. Its ter, Pierre Maudet, took part in a confe- its interactions with its stakeholders managers, in charge of various matters rence in November in Zürich on the and increased its exchanges with requiring contacts at different levels, importance of aviation for the eco- its aviation, political and economic have taken an active part in various nomy. This exercise brought together partners as well as with local resi- discussions. the main players in Swiss aviation dents, at international, federal, can- alongside Federal Councillor Doris tonal and municipal levels. International policy Leuthard, in charge of aviation-related For example, Genève Aéroport was issues. The participants noted the involved in defining new European importance of the aviation sector for standards within the Airports Council the Swiss economy, while acknowled- International (ACI) Europe. In its capa- ging the need to couple its develop- city as a European airport with a broad ment with attention to environmental reach, Genève Aéroport has worked to concerns. At the same time, Genève ensure that the standards adopted by Aéroport provided its expertise in the legislature remain consistent and connection with the revision of the rational, both operationally and from the aviation law currently being debated in standpoint of customers and aviation the Federal Parliament. partners. In addition, Genève Aéroport has hosted several other airport dele- Local policy gations. Discussions have included Interaction with all of Genève Aéroport’s such topics as Genève Aéroport’s reco- partners grew, and in particular with the gnised environmental management, its local municipalities, cantonal autho- approach to sustainable development rities and regional economic centres. and its operational practices. Genève Aéroport will continue these Maintaining an ongoing balance consensus-building efforts as it works between the local and the global, National policy towards adoption of the SAIP (Sectoral Genève Aéroport is involved in nume- At the national level, Genève Aéroport, Aviation Infrastructure Plan) by the rous campaigns at international, natio- represented by its supervising minis- Federal Council by the end of 2017.

OFFICIAL VISITS AND DELEGATIONS

Serving the canton of Geneva and the Swiss Confederation discussions between the Turkey and the Greece regarding through the global influence and image of International the reunification of Cyprus. Geneva, Genève Aéroport hosted 4'443 official visits in 2016, including 98 heads of state, 43 prime ministers, 218 foreign In June 2016 the photographer Mohammed Zouhri, who has ministers, 1'721 ministers and 717 royal families. borne witness to diplomatic activity large and small on the The events hosted in Geneva have included ceasefire talks apron at Genève Aéroport, opened an exhibit in the halls of between the UN, the HCR (UN High Commissioner for the Protocol Department, displaying a selection of shots tra- Refugees) and the participants in the Syrian war, as well as cing the history of Geneva International over several decades.

External relations 47 RETHINKING GOVERNANCE WITH NEW TOOLS

The internal audit department, which its strategic goals if they occur. tal tool to help senior management reports to the Board of Directors, Corporate risk management includes make decisions, ensuring an efficient combined with a growing risk mana- Genève Aéroport’s internal control sys- allocation of available resources and gement team, overseen by senior tem, which consists of all of the activi- helping to identify missed opportuni- management, support the business as ties, methods and measures integrated ties and those remaining to be seized it moves into a new era. into existing processes to ensure com- in the future. pliance. Genève Aéroport has hired skilled Oversight of the risk management sys- professionals to identify, analyse and These procedures are part of a pro- tem and of the internal control sys- methodically process all risks (whether cess of continual improvement and tem is carried out by internal audit, a internal or external) that could have constitute a global approach to mana- new position reporting to the Board a negative impact on the business’s ging and steering the business’s per- of Directors since 2016, as well as by activities and prevent it from achieving formance. They provide a supplemen- independent audits.

Illustration N° 1 : Risk management process - Genève Aéroport

Keep documentation up to date Define a Inform and strategy communicate Identify Analyse Mitigate Monitor Risk management structure

Define Monitor manage- Analyse likelihood mitigation plan ment of risks of occurrence Identify risks Implement Take corrective Evaluate impact chosen measures measures

Interviews Risk transfer Interviews and and strategy workshops workshops Internal control Methodology Activities ational management Control over activities over Control Complete Oper Mitigation plan mitigation plan List of risks Risk mapping Control matrix Document ation

of controls Deliverables Deliverables

Iterative process

VérifierVerify andet évaluer analyse la riskgestion management des risques through par des independent audits indépendants audits

48 Risk management

MYC

FSC

Design and content : Genève Aéroport Layout : Genève Aéroport

Photo credits : Genève Aéroport and external photographers (Etienne Delacrétaz, Steeve Iunker, Frank Mentha, Pierre Albouy, Gregory Batardon, architectes.ch)

Pictograms : ©The noun project, Hea Poh Lin, Viktor Vorobyev, Rockicon, Mint Shirt

Cover : ©architectes.ch.

Printed in Geneva, Switzerland, by Atar Roto Presse SA, 2017. Paper : Inuit ultra smooth, FSC Mixed, brillant white

#GeneveAeroport

50 Impressum

Aéroport International de Genève P.O. Box 100 | CH-1215 Geneva 15 | Tel. +41 22 717 71 11 www.gva.ch