18 - global cargo and aircraft ground handling. · u.s. (tsa) air cargo program that calls for 50%...

18Winter 2008

International Customer Journalof Swissport International Ltd.and its Companies and Partners.

Network: South Africa

6 swissreporter The Swissport customer journal Issue 18, Winter 2008

GROUND HANDLING INDUSTRY

Trends Facts & Figures

Industry Fundamentals and Financial AssessmentNotwithstanding today’s challenges, the ground handling industry has some attractive fundamen-tal characteristics.

Attractive long-term growth, stalling todayLong term, average volume growth has amounted to an attractive 5 – 6% per year, and never declined for longer than a 3-year period after signi�cant shocks. Passenger and cargo volume development have been strongly correlated with GDP development as illustrated in Exhibit 1.

While long-term attractive industry growth is still expected, demand slowed signi�cantly in the third quarter of 2008 and the short-term outlook is weak. Several effects are impacting airlines: declining demand and pressure on yields, strong oil price volatility, dif�cult funding conditions, and environmental policies brin ging additional costs and impacting demand. In addition to large-scale capacity re- ductions over the last few months, these effects are expected to drive further industry consoli-dation and to also cause some bankruptcies.

Continued �at or negative regional GDP development implies challenging conditions for airlines for the near to medium term, which they will seek to transfer to their service pro-viders by expanding joint procurement, deman-ding “open book costing”, and increasing no- frills offerings.

High barriers to entryHigh barriers to entry from regulation, license and capital requirements are a double-edged sword for handlers; they pose challenges and �nancial burdens but also limit further increases in competitive pressure by deterring new entrants. Regulatory “protection” may decrease as a result of stricter implementation of the EU Directive 96/67/EC or, ultimately, a formal revision of the Directive.

Expanding business portfolios yielding econo-mies of scaleHandlers are expanding geographically and in terms of service offering to generate economies of scale on costs and revenues. Cost advantages

can be generated by creating regional density and setting up shared service centres to support regional operations. Some additional cost syner-gies on a pan-regional scale can be generated by centralizing procurement and through head-of�ce ef�ciencies. “One-stop-shop” offerings and network deals generate revenue advantages. Progress on the latter seems mixed, with some airlines claiming varying quality levels amongst stations operated by the same handler and still targeting the best deals on a per-station basis.

Data points shown in Exhibit 2 do not show a correlation between the size of handlers’ foot-prints and their pro�tability in 2007.

Financial Performance of the IndustryExhibit 3 shows handlers’ margins relative to their handling revenues over time.

Only a limited number of ground handlers publicly report detailed �nancial performance. However, there is no apparent correlation

Source: company information, Lazard. Financials calendarised to 31/12 where relevant.

EXHIBIT 2: Handling EBITDA margins versus number of stations present

ADP

Fraport

Go-Ahead

Celebi SATSBBA

Menzies

Servisair

Swissport

30%

20%

10%

0%

–10%0 50 100 150 200

Financial observations on the industryThe ground handling industry has managed to cope with challenging circumstances through innovative strategies and improving operational execution. Due to the financial markets turmoil and continuing economic slowdown, handlers today are facing some of the most challenging conditions ever. This article provides a high-level review of industry funda-mentals, handlers’ long-term financial performance, and drivers for industry consolidation going forward.

18%

15%

12%

9%

6%

3%

0%

(3)%

(6)%

(9)%

EXHIBIT 1: GDP growth vs. air cargo and air passenger traffic change (% Y-O-Y)

Sources: IMF (GDP), Boeing & IATA (RTK), EC & IATA & ABN Amro (RPK).

GDP RTK RPK

1986

1985

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

1990 – 1991Persian Gulf War

1997East Asian

Financial Crisis 20019/11 Events

Industry: Trends

NASS Aviation Security

NASS Security Strategy

NASS Consulting Services

NASS Cargo Security Service

NASS was established in 2001 by an in-ternational group of Aviation Security experts, in order to respond to the post 9/11 Airport / Airline emerging security needs. In 2008, NASS up scaled its capabilities and strength by joining the Swissport group.

The company is led by Rafi Ron, an in-ternationally recognized Aviation Secu-rity and Counter terrorism expert and Yuval Behzerano (EVP). All NASS professionals have years of “Hand-on” field experience, working for Govern-ment Security Organizations and various Airports / Airlines.

NASS has developed an impressive Track Record that includes major security pro-jects at many of the leading Airports in the U. S., E. U., Asia, Africa and Latin America.

NASS is the creator of the first U. S. post 9/11 Comprehensive Airport Security Program at Boston Logan International Airport. NASS’s “Logan Model” has be-come a reference to many Airports in the U. S. and was recognized by the Federal Government for its excellence.

NASS is the original creator and the only provider of the world famous “Behavior Pattern Recognition (BPR)™” Program implemented in many leading Air-ports around the world. Furthermore, NASS’s leadership advices regularly U. S. Senators and Congressman on Avia-tion Security related legislation and pro-vides support for The U. S. Government Accountability Office (GAO).

NASS security strategy is based on inte-gration of three critical components:

TechnologyHuman ResourcesOperating / Emergency procedures ■ NASS solutions are tailored to

the specific customer environment and are based on a thorough study conducted by our experts at the designated location.

■ NASS strategy relates to Regulatory Compliance as the base line for any Security Solution.

■ NASS strategy recognizes the need for threat and Risk mitigation beyond Compliance based on expert analysis.

■ NASS solutions achieve cost reduc-tion through vertical and horizontal integration.

■ NASS believes that security’s role is to serve the Airport / Airline Opera-tional, Commercial and Customer service goals and not the other way around.

■ NASS is a “Vendor free” Consulting, Training and System Design firm. Therefore it is always guided by the unbiased customer best interest.

Security Concepts and Design

NASS offers the following Consulting Services:■ Threat and Vulnerability Assessments

(TVA)■ Security Master planning■ Security Systems Design■ Security Operating & Emergency

Procedures■ Security Human Resources Programs■ Security Compliance analysis■ Preparation for International

Security Compliance Audits (ICAO, TSA, E. U.)

■ Airline Hub and remote stations Compliance programs (TSA, IATA, E. U.)

■ Security Bids and procurement support (International & local)

■ Security projects management and supervision

■ Security systems validation■ Aviation Security Expert

Investigations■ Airport & Airline Security policy■ National Aviation security Programs

Compliancy

In February 2009 the first phase of the U.S. (TSA) Air cargo program that calls for 50% screening of all Cargo loaded to Passengers aircrafts will go into affect. By August 2010, 100% screening level will be a mandatory requirement.

NASS has responded to the latest de-velo ping regulatory requirements by creating operational and technological models for Air Cargo Screening that ensure full Compliance, reduces the time factor to the minimum and controls cost.

NASS’s Air Cargo models are based on deep understanding of the Air Cargo operation through many years of opera-ting Air Cargo facilities around the world.

NASS offers full Air Cargo Screening services to Airlines and Air Cargo For-warders in different flexible configura-tions, from “At the customer Facility” to a stand-alone “Car-Wash” model.

Cargo Processes and Technology

Effective

Effi cient

Comprehensive

Compliant


08-0251_NASS-Flyer.indd 1 10.11.2008 9:51:17 Uhr

Product: Aviation Security

HR: Management Development

South African Airways has en- trusted Swissport with its Hub-Handling activities. A closer look. [ 4 – 5 ]

Economies of scale are important but what is the assessment of a banker about the ground handling business. [ 6 – 7 ]

Integrated check-in and security services are key for all modern airlines. [ 9 ]

Growth, leadership, speed and professionalism were the main topics during the last two management events. [ 10 ]

The almost daily bleak news from the financial world and the present projections for the air transport sector are painting a very gloomy picture. The airline business has always been cyclical, of course. To Swissport, this is no surprise: we have long been monitoring current industry trends, anticipating their future development and feeding our con clusions into our business policy. As a result, Swissport keeps a keen eye on costs – a vital activity, given the narrow margins typical of the ground handling sector. Flexibility and productivity are further key focuses, being high on the priorities of our airline customers. And efficiency improvements using the best possible tools are another permanent item on the Swissport agenda. All these issues are essential in the present business climate, where cost savings are the numberone priority. But in all the associated

Fundamentals first

Editorial Market Developments

In today’s tough market environment with its rapid developments and sizeable uncertainties, Swissport is putting a stronger emphasis than ever on the fundamentals of its success such as customer focus, quality and productivity. “Doing the basics right” is the order of the day.

concepts, projects and actions, the customer must remain centrestage. And that’s why, in the last few weeks, we have been asking some 1 500 customers and business partners how they feel, what they want and expect and how happy they are with our present product and service performance. We are pleased to present a selection of our survey’s findings in this issue. The results offer few surprises: competitive pricing, consistent quality and quick and individualised solutions were the most frequent requests. “Doing the basics right”, in other words. So that’s what Swiss port will continue to focus on in the coming days, weeks and months. It’s a sound approach, in good times and bad. And it’s a constant challenge, too, which we will continue to meet and master.

Stephan Beerli


We want to learn from our customers!

CUSTOMER

Like any relationship, the partnership between customer and supplier needs constant care, reciprocal respect and open and honest dialogue if it is to survive and thrive.

Business Focus Global Survey

How satisfied are our customers with our Swissport services, our products and our general customer care? What are our strengths, and where do they see room for improvement? We wanted to find answers to these questions – answers that would enable us to take any corrective action required and thereby further enhance the Swissport service product. And it was to this end that, at the beginning of October, we sent our second Global Customer Survey to 1 400 busi ness partners.

First of all, a big thankyou to the 391 customer contacts who replied electronically to our survey inquiry. This is a very pleasing response rate of 29% – a clear sign to us of the value our cus tomers attach to having a chance to be heard.

Our survey not only extended to all continents and destinations where Swissport has an active presence; it put the spotlight on our various products and business lines, too. Moreover, we took care to approach not only our local station manager partners but also key decisionmakers at our customers’ head offices. And last but not least, we made a deliberate effort to obtain a representative mix of responses from large, mediumsized and smaller airline customers.

The customer comes firstWe will be processing the various replies we received in greater detail and drawing appropriate conclusions over the coming few weeks. Needless to say, we won’t be making direct contact with all 391 of our respondents. But we will be following up a number of the points and suggestions made – especially the more critical comments, where we will initiate any action needed to effect the improvements required.

As we do so, we’ll be taking particular note of the remarks our respondents made regarding the appearance, behaviour and customer orienta tion of our Swissport personnel. This is, after all, the place where the strongest impressions are formed of our company as a whole. Just “good” or “satisfactory” can never be enough here if we truly want to be our industry’s leading ground handler: an “excellent” rating is what we all want to achieve.

We are well aware, of course, that not everything can be perfect in a service industry like ours, with its hundreds of thousands of customer contacts. But we still need to aim as high as we possibly can.

Topic: Quality vs. pricing Topic: Global vs. local purchasing

The best grades (i. e. the greatest levels of customer satisfaction) in the Swissport network were achieved in:

– Switzerland (86% “excellent” or “good”)– Europe (67% “excellent” or “good”)– Central America & the Caribbean

(64% “excellent” or “good”).

And what else did our respondents tell us? Here is a selection of the further comments we received:

– 78% described the personal contact with the local Swissport representative as “excellent” or “good”.

– 66% described Swissport’s speed and efficiency as “excellent” or “good”.

And finally: thank you!We greatly appreciate our respondents’ openness and directness in telling us what they think of Swissport and its products and services. And we will, of course, treat all these replies with the confidentiality they deserve and demand.

11.7%

6.5%

0.3%

25.4%

42.2%

7%

1.6%

5.3%

0 10 20 30 40 50

Prof. key account management and head-office back-up

Personal contacts and chemistry with the partner

Incentive models

Attractive prices

Quality and reliability

Flexibility and tailor – made solutions

Special product features and competitive advantages

A full range of ground handling services

What are the two most important criteria in your choice of a ground handling partner?

35.8%

22.2%

14.1%

22.6%

5.2%

0 10 20 30 40

Ad-hoc, depending on each stations needs

With a sole provider for each station

Outsourcing

Global / regional packages

Franchising / joint ventures

What‘s your preferred method of working with us?

3swissreporter The Swissport customer journal Issue 18, Winter 2008

CUSTOMER

“Thank you” prizes

As a sign of our appreciation for completing the survey, ten respondents were picked at random to receive special “thank-you” prizes.

1st prize – an all-inclusive two-night weekend in Switzerland for two

And the winner is …Mrs. Heidi Strapp, Fly Virgin, who wins a voucher for a stay all-inclusive in Switzerland.We wish you a wonderful weekend!

2nd to 10th prizes – one of our popular Swissport watches

The winners are:– Claudine Debattista, Air Malta– Pekka Kiviniemi, Finnair– Robert Kuhlenschmidt, Etihad Airways– Andy Dobson, Wizzair– Jassim Mohammed Al-Khateeb, Kuwait Airways– Joanna Hu, Air China– Nilo Rodriguez, Northwest Airlines– Anabela Gomes Lopes, TAP– Abdullah Sait Senler, Turkish Airlines

70%

60%

50%

40%

30%

20%

10%

0%

excellent good statisfactory unstatisfactory poor

What is your opinion about Swissport‘s reliability and overall quality?

Topic: Strengths vs. weaknesses

The responses we received really are a great help to everyone concerned: to your airline and your passengers, because they help us further enhance our services; and to our collaboration with you, since they enable us to better understand and respect your priorities and tailor our activities accordingly.

So: back to business as usual? Far from it. We now intend to build on the foundation that our latest customer survey has provided to intensify our dialogue with our customers. And we’d like to start that process here and now, by thanking you once again for participating: we really do appreciate it!

Original customer statements!– “On the whole I am satisfied with Swissport’s

services, and most of the time I get good feedback from my airport colleagues in GVA and ZRH. The positive aspect is also enhanced in the collaborative manner in which Swissport staff work: it is not a ‘worktorule’ attitude but one where you feel that the Swissport staff take the departing/arriving aircraft as belonging to them.”

– “Swissport Zurich plays an important part in Zurich’s operation and is a main player. It is important that they maintain a fair pricing structure with their competitors and customers, but overall they provide a good service.”

– “We have a longstanding relationship with Swissport. We consider them to be good in some areas and cities and not so good in others. But compared to the other ground handlers in the market, they are among the better companies.”

– “Quick responses, forwardthinking in automation terms, always willing to look at opportunities to expand relationships.”

– “It’s a good exercise to take feedback from customers. We value our relationship with Swissport and hope this feedback system will continue.”

– “I would like to have a more direct contact with a person in charge at each airport, as I think that personal contact ensures a better response to adhoc problems. It is not only your fault, of course: we have been so busy, and we do not have the opportunity to visit stations and meet each other. Anyway I thank you once again for the services provided until now and look forward to our future smooth cooperation.”

– “I work with your staff at Washington Dulles and we have a very good relationship and teamwork. Every day we work closely together, and I am very satisfied with your staff’s attitude and approach.”

– “As I can only speak for three stations, I cannot really give judgement on a bigger picture. But for my areas, which are HAM, BER and FMO, I am pleased with the handling actioned by Swissport.”

– “Congratulations on the motivated and qualified staff of Swissport Cargo Services in Hamburg. We are satisfied with the level of performance. This was not always the case: we had performance problems with SCS for a very long time. But the present quality has reached a level we can easily accept.”

– “I think that you need to improve your network outside Europe. I would also like to see such a survey conducted for your cargo activities.”

Jacqueline Foitek

11.8%

54.9%

27.2%

5.1%

1.0%


South Africa – Alive with possibility

NETWORK

Focus Africa Swissport South Africa

As South Africa’s slogan suggests: “South Africa – Alive with possibility”, Swissport South Africa has adopted this methodology and ethos in the run up to the 2010 FIFA World Cup football event.

When Swissport International entered the South African market in 1997, the potential of Africa’s power house was recognised by the management and shareholders. After acquiring a small yet existing local handling company SWIFT and having been granted a ground handling license, the small yet local handling company was allowed to trade under the international brand of Swissport. Swissport South Africa (Pty) Ltd was then born in early 1998. Today, Swissport South Africa stands as the largest and most respected ground handlers operating at ACSA airports within the republic.

From 1998 Swissport South Africa grew from “Strength to Strength”. A number of airline operators already operating within the South African market joined Swissport South Africa between 1998 and 2007. Airline operators re cognised the talents of the growing organisation and concluded long term agreements with the company. Airlines such as Lufthansa, Swiss International Air Lines, British Airways, Virgin Atlantic, Emirates Airlines, Delta Air Lines, Malaysia Airlines, China Eastern, Air Botswana, Iberia, Zambian Airways, Air Seychelles, Air Malawi, Air Mauritius, LTU and Saudi Arabian to name a few joined Swissport South Africa during this time.

Late 2006 saw the issuance of the ACSA tender for the renewal and award of the Ground Handling licenses at all ACSA controlled airports within the republic. During 2007 the tenders were to be evaluated and assessed. Unfortu

nately the result would deal Swissport South Africa a great blow. The company was advised that the governing authorities in the process were unable to issue Swissport South Africa with the relevant license renewal. In addition the authorities were instructed by the South Afri can courts to reissue a tender in which the “other” handling agent would also be allowed to participate. This left Swissport South Africa without a valid third party handling license post February 29th, 2008.

After being very active during this time, Swissport South Africa was granted with a temporary license in order to handle the National Carrier, South African Airways (SAA) and sister low cost airline, Mango.

During this time airlines were severely affected by operational delays when Swissport was required, literally overnight to handle approximately 98% of all international airline movements coupled with the opening of four additional coastal stations within the South African network and the additional 200 daily flight movements of South African Airways (SAA) (which constitute to approximately 5500 flight movements per month at all six stations).

Mastering the challengesAfter 16 months of hard work, dedication and document submissions, Swissport South Africa has achieved the renewal of their third party handling license with Airports Company South Africa (ACSA). It was certainly a long and

bumpy road to be travelled but at the end of the day the destination was reached, albeit with a few “bruises”. Thanks to the airline supporters, Airports Company South Africa (ACSA) and various local and international role players, Swissport South Africa was awarded with the renewal of our third party handling license effective October 1st, 2008.

As they say in the classics, “What does not make you ill, will only make you stronger!” The developments over the past 16 months cer tainly contributed to a stronger, wiser and more re silient Swissport South Africa. Without the support from management, staff, customer airlines and ACSA, Swissport South Africa would not have had the desired outcome it enjoys today. Everyone at Swissport South Africa worked tirelessly in order to ensure all documentation required by ACSA and the Transport Ministry was 100% “spot on” and in line with Swissport South Africa’s corporate values and strategy.

The license renewal for Swissport South Africa encompasses the following key functions, areas, and service level criteria through the signed contractual agreement with ACSA. The fundamental scope of this agreement includes the following services:– Ramp handling for all carriers (airlines),

which includes; Baggage Handling, Loading / Un loa ding of aircraft in terms of the entire com mercial load, Passenger and Crew Trans por tation, Cargo Transportation to and from the aircraft, Ground Power and Air Start service provision, Pushback and Towing service for all airlines and aircraft types.

National Carrier and prime customer of Swissport South Africa: South African Airways (SAA)

Photograph: Compliments of Julian Whitelaw, SAA. Senior first officer, Aviation photographer

Meeting with FIFA delegates in Johannesburg,

South Africa. From left: Willy Hallauer (President

& CEO Swissport South Africa), Sepp Blatter

(FIFA President), Vuyo Ndzeku (director/board

member Swissport South Africa), Jérôme Valcke

(FIFA Secretary General)


NETWORK

– Passenger handling for all carriers (air lines), which includes; Passenger Checkin, boarding gate, transfer counter, ticketing services, wheelchair and unaccompanied minor service, lounge service, arrival services, lost and found baggage service at both international and domestic terminals

– General Line maintenance for all carriers (airlines)

– Cabin Cleaning, Exterior Aircraft cleaning, Lavatory and Water service for all carriers (airlines)

– Load Control Services and flight planning service

– Security

What’s happening todaySwissport South Africa has concluded a long term agreement with home based and national flag carrier South African Airways (SAA). The carrier operates a 58 aircraft strong fleet of new generation Airbus A340600 / 300 / 200, A319, Boeing 747400, 737800 and 737300/ 200F.

In an average month Swissport South Africa handles over 6 500 flight movements (Arrivals and Departures) of South African Airways (SAA) and Mango Airlines which includes freighter movements. The current on time performance over the last couple of months within the control of Swissport South Africa is 99.2% for South African Airways (SAA) and 99.6% for Mango Airlines.

Another concern to airline operators within South Africa was the ever increasing number of Baggage pilferage cases reported by passengers prior to February 2008. Baggage pilferage has dropped by over 75%, airside safety incidents have also all decreased in relation to aircraft handled. These success factors can be attributed to the investment in new Ground Support Equipment, coupled with trai ning, IT system upgrades and employee satis faction and support. Swissport South Africa’s “Zero Tolerance” campaign has yielded the appropriate rewards. “We will only be happy with our efforts when all baggage departing airports within South Africa no longer require plastic wrapping”, says Willy Hallauer, President and CEO, Swissport South Africa. “Then we will know that our cam paigns and efforts have really paid off. The

judge and jury of our success should be in the eyes of the flying guest together with our customer airlines”.

Swissport South Africa’s futureSo where to go from here? With the current handling of South African Airways (SAA) and Mango it is Swissport South Africa’s corporate strategy to attract airline customers with whom to form long term supplier / customer partnerships. Swissport South Africa is now one of three licensed handlers at ACSA airports. None of the three handlers have “bottomless pits” of equipment and trained staff, so Swissport South Africa must capitalise on each of our strengths. All three licensed handlers need to continue on their drive to provide airlines and passengers alike with world class service which exceeds the expectations of all stakeholders and this can only be done through the correct planning and assessment of airline schedules, requirements and operational methodologies.

2010 is fast approaching and all eyes will be on South Africa as the host nation for the FIFA World Cup. With this in mind and irrespective of the increased traffic Swissport South Africa needs to maintain the highest level of stan dards and safety the world expects from any host nation. Swissport South Africa’s 1 600 local staffing complement are certainly on the correct path. Service delivery targets are met under the strict guidelines of ACSA’s “Service Level Agreement” as well as Swissport’s quality “global” standards. After all Swissport has earned the accolade of “Ground Handler of the Year” eight times in a row, but this does not mean that we can become complacent and that all is “perfect” in the world of ground handling. Swissport South Africa needs to constantly strive towards service excellence, process enhancement, embracing technological support tools while maintaining safety as the first priority.

Contact

Blake SclandersCommercial Director

Swissport South Africa (Pty) Ltd.P. O. Box 5511 O. R.Tambo International Airport 1627, South AfricaPhone +27 11 928 8658Fax +27 11 390 [email protected]

160 000

140 000

120 000

100 000

80 000

60 000

40 000

20 000

0

2008 2009 2010 2011 2012

Predicted Flight Growth 2008 – 2012

International Regional Domestic Unscheduled

Presence in South Africa

With these services in mind Swissport South Africa has been granted third party ground handling licenses at all ACSA run airports. Currently Swissport South Africa is present at:– O. R. Tambo International Airport (JNB) – Cape Town International Airport (CPT)– Durban International Airport, which also includes the new King Shaka Interna- tional Airport due to be complete and operational by November 2009 (DUR)– Port Elizabeth Airport (PLZ)– East London Airport (ELS)– George Airport (GRJ)



Trends Facts & Figures

Industry Fundamentals and Financial AssessmentNotwithstanding today’s challenges, the ground handling industry has some attractive fundamental characteristics.

Attractive long-term growth, stalling todayLong term, average volume growth has amounted to an attractive 5 – 6% per year, and never declined for longer than a 3year period after significant shocks. Passenger and cargo volume development have been strongly correlated with GDP development as illustrated in Exhibit 1.

While longterm attractive industry growth is still expected, demand slowed significantly in the third quarter of 2008. Several effects are impacting airlines: declining demand and pressure on yields, strong oil price volatility, difficult funding conditions, and environmental policies brin ging additional costs and impacting demand. In addition to largescale capacity re ductions over the last few months, these effects are expected to drive further industry consolidation and could also lead to more bankruptcies amongst airlines..

Continued flat or negative regional GDP development implies challenging conditions for airlines for the near to medium term, which they will seek to transfer to their service providers by expanding joint procurement, demanding “open book costing”, and increasing no frills offerings.

High barriers to entryHigh barriers to entry from regulation, license and capital requirements are a doubleedged sword for handlers; they pose challenges and financial burdens but also limit further in creases in competitive pressure by deterring new entrants. Regulatory “protection” may decrease as a result of stricter implementation of the EU Directive 96/67/EC or, ultimately, a formal revision of the Directive.

Expanding business portfolios yielding econo-mies of scaleHandlers are expanding geographically and in terms of service offering to generate economies of scale on costs and revenues. Cost advantages

can be generated by creating regional density and setting up shared service centres to support regional operations. Some additional cost synergies on a panregional scale can be generated by centralizing procurement and through headoffice efficiencies. “Onestopshop” offerings and network deals generate revenue advantages. Progress on the latter seems mixed, with some airlines claiming varying quality levels amongst stations operated by the same handler and still targeting the best deals on a perstation basis.

Data points shown in Exhibit 2 do not show a correlation between the size of handlers’ footprints and their profitability in 2007.

Financial Performance of the IndustryExhibit 3 shows handlers’ margins relative to their handling revenues over time.

Only a limited number of ground handlers publicly report detailed financial performance. However, there is no apparent correlation

Source: company information, Lazard. Financials calendarised to 31/12 where relevant.

EXHIBIT 2: Handling EBITDA margins versus number of stations present

ADP

Fraport

Go-Ahead

Celebi SATSBBA

Menzies

Servisair

Swissport

30%

20%

10%

0%

–10%0 50 100 150 200

07 Handling EBITDA margin

No. of stations present

Financial observations on the industryThe ground handling industry has managed to cope with challenging circumstances through innovative strategies and improving operational execution. Due to the financial markets turmoil and continuing economic slowdown, handlers today are facing some of the most challenging conditions ever. This article provides a high-level review of industry funda-mentals, handlers’ long-term financial performance, and drivers for industry consolidation going forward.

18%

15%

12%

9%

6%

3%

0%

(3)%

(6)%

(9)%

EXHIBIT 1: GDP growth vs. air cargo and air passenger traffic change (% Y-O-Y)

Sources: IMF (GDP), Boeing & IATA (RTK), EC & IATA & ABN Amro (RPK).

GDP RTK RPK

1986

1985

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

1990 – 1991Persian Gulf War

1997East Asian

Financial Crisis 20019/11 Events


Erik Fuchs

Erik Fuchs is a Vice President in Lazard’s Benelux office based in Amsterdam, The Netherlands. He was a speaker at Ground Handling International’s global industry conference in Marrakech in November 2007.

between size and profitability over time for the available data. Handlers are faced with a high degree of operational leverage at the airport level: 70 – 80% of costs (mostly labor & equipment) tend to be fixed on this level, limiting potential for (panregional) economies of scale.

Market valuations of publicly listed handlers relative to their expected earnings provide an indication of investors’ expectations about

these companies. As shown in Exhibit 4, since end2000, the median industry valuation trough of 5.0 x expected earnings (EBITDA: Earnings Before Interest, Taxes, Depreciation and Amortization) was reached in early 2003. After having come off their peak median multiple of 9.0x in early 2007, publicly listed industry players today are trading at a median of 5.1 x expected earnings, very near to the trough of early 2003 and reflecting today’s highly chal lenging conditions.

Further Consolidation of the IndustryThe global handling landscape is still highly fragmented with over 400 operators and the top4 handlers controlling some 20% of the market. Drivers for further industry consolidation include the following:

Economies of scale and negotiation leverage Handlers continue to look for economies of scale on costs and revenues. Further consolidation will also enhance handlers’ leverage in negotiations with airlines, a necessity in view of airlines’ ongoing consolidation.

Further growth of independentsIndependent handlers will continue their quest to capture market share. More airports and airlines will outsource their handling opera tions. This will lead to further consolidation amongst independents, as well as acquisitions by independents of airports’ handling operations.

Increasingly differentiated operational demands in cargo handlingCargo handling demands become more specific as handlers become more integrated into the logistics chain. This is increasingly differentia ting cargo handling from passenger and ramp handling. Handlers are aligning their organizations accordingly and may ultimately chose to focus entirely on either one of these activities, subsequently driving M &A activity.

Private equity involvementSeveral handlers are owned by private equity funds. This will drive further M &A activity as private equity funds support buyandbuild strategies, and eventually exit the business.

Longterm fundamentals are attractive but handlers today are facing significant challenges with airlines reducing flights, cutting costs and consolidating. While handlers are also cutting costs, continued consolidation should generate synergies on both the cost and revenue side. Importantly, this should also further strengthen the handlers’ negotiation position visàvis airlines and contribute to sustainable longterm industry returns.

Erik Fuchs, Lazard, November 2008


Sources: company information, brokers’ estimates, Datastream, Lazard. Financials converted into

Euros at average exchange rates and calendarised to 31/12 where relevant.

'04'05 '06'07

'08'07

'06

'05

'07'06'05'04

'09'08'07

'06

'05

'04

'09

'08

'06

'05

'06

'05

'04

'07'06

'05

'04

'09'08'07'06

'05'04

'07

EXHIBIT 3: Handling EBITDA margins relative to handling sales (€ M)

35

30

25

20

15

10

5

0

– 5

– 10

– 150 200 400 600 800 1000 1200 1400

Han

dlin

g E

BIT

DA

mar

gin

in %

Handling sales (€ m)

6.3x

5.4x

6.7x

5.0x

5.4x6.4x

7.8x7.7x

9.0x

8.1x

8.7x

6.0x

5.1x

EXHIBIT 4: EV/EBITDA (t+1) valuation multiples ‘01–’08 YTD

13x

12x

11x

10x

9x

8x

7x

6x

5x

4x

3x

2x

Sources: Infinancials, Datastream, Lazard

Dez

00

Jun

01

Dez

01

Dez

02

Dez

03

Dez

04

Dez

05

Dez

06

Dez

07

Jun

08

Nov

08

Jun

02

Jun

03

Jun

04

Jun

05

Jun

06

Jun

07

BBA Fraport Menzies SATS Industry median Go-Ahead

BBA Go-Ahead Menzies Fraport

SATS ADP Swissport Celebi

EV

/ EB

ITD

A (t

+1

) val

uta

tio

n m

ult

iple


FROM THE TOP

Per Utnegaard was appointed President & CEO of Swissport International in September 2007. We wanted to find out a little more about the background, views and outlook of the new Scandinavian captain at the helm of the Swissport ship.

A can-do attitude

Swissreporter: Per Utnegaard, Swissport’s parent company Ferrovial is based in Madrid in Spain, you’re originally from Oslo in Nor-way and Swissport‘s head office is between the two in Zurich, Switzerland. An ideal cul-tural combination?Per Utnegaard: Absolutely: we’re a truly multinational and multicultural company, with operations at 183 stations in 42 countries and 30 000 personnel of 120 different nationalities. That diversity goes all the way to the top, too: we have seven different nationalities on Group Executive Management, and four on the Board of Directors.

What have been your most positive and negative surprises since you joined Swiss-port last September? The positives, I’d say, are the very high quality levels in all aspects of our activities, a tremendously strong “cando” attitude, the pride our people have in their work and their enormous dedication to it. To that I’d add our extremely strong brand, the loyalty of our customers and the size of our customer base. It’s great to be the numberone aviation service provider; and we still see further opportunities, too. We’re in a very interesting industry with our ground handling, cargo and aviation security services,

and we still see a lot of potential for persuading further customers to entrust us with these services and focus on their core business.

And the negatives? I don’t see any! All I see are challenges: to further enhance the Swissport formula, secure even greater consistency in our services worldwide and remain the global number one; and to continue to motivate our staff, develop our managers, break new ground and tap new markets.

What are the most important leadership qualities and skills that you expect from a Swissport top manager?We want mature managers who can take decisions. All our top managers are responsible and accountable not just for their financial results but for the quality of their unit’s services, too. I also expect my people to make a few mistakes (and learn from them, of course). If they don’t, then we aren’t developing Swissport fast enough. And I want Swissport to remain a frontrunner and set the innovation pace.

Ferrovial is generating a lot of cash and has a solid financial background. Can you imagine buying-up any of your current competitors?

You’re right: the Ferrrovial group is generating about EUR 2.7 billion a year. But I strongly believe in selling more of our existing products and services in existing and new markets, rather than buyingup competitors. I’m also a firm advocate of forging partnerships with our customers and growing with them, creating a win/win situation in which they can concentrate on their core business and we can do the same.

You’ve spent some of your professional career within logistics companies. Do you have any plans to push Swissport in that direction?My career has been in logistics and consulting, yes. And we can learn a lot from the logistics industry. In a lowvalue highvolume business, I want to focus on three areas: quality, quality and quality. I want high customer satisfaction and zero defects. And I want consistency of service. After all, when people see Swissport they think and expect quality, wherever they may be.

Given the “family ties” with BAA, is it just a matter of time before Swissport becomes active at London Heathrow again?Our strategy is to grow with our customers. If the demand’s there, we’ll be there. But only if we can provide a service of appropriately high quality.

The airlines, and the airports even more, are earning tremendous profits right now, while the handling industry is suffering under extremely low EBITA margins. How do you feel about this?I believe that the airlines can further improve their profitability by concentrating even more on their core concerns like customer satisfaction and yield management, and by outsourcing their noncore services to people like us. With our ground handling, our cargo services and our airport security services, we can really add value to the bottomline performance of airlines and airports alike. Because these are our core businesses: and nobody does them better anywhere in the world!

Interview: Stephan Beerli

CEO Interview Review + Outlook

Per Utnegaard

President & CEO of Swissport International


Combining ground handling and security services means simpler structures and processes and synergic benefits. And it’s not just the airlines and airports that profit from the lower resulting costs: travellers enjoy shorter waits, and Swissport’s employees gain a more varied work profile.

The world leader in combined ground handling & security services

Product New solutions

Ground handling and security services can be combined in any of a number of ways, depending on specific local requirements and infrastructural possibilities. For a US carrier, for instance, Swissport can provide checkin staff who are fully trained in both passenger handling and security procedures. These personnel can not only check the traveller in; they can also perform the requisite security profiling, using speciallydeveloped technology as done in Düsseldorf for Delta Air Lines and in Zürich for United Airlines.

Integrated Check-in and SecurityFor a hub carrier with common checkin for all its flights, an arrangement can be adopted where checkin is conducted as usual but the process of recording APIS and APISplus data for travellers to the USA (with a document check, too, if desired) is performed at some point in the checkin queuing area, possibly using Swissport’s own technology. This enables the checkin agent to focus on their core com petence, accelerating individual processes. It also prevents US travellers “blocking up” checkin at certain times owing to the greater time needed to acquire the APIS data required.

Swissport’s work for Condor at Frankfurt is a further possible approach. The combined solution here, supported by the appropriate technology, includes API data recording (for travellers to the USA), watchlist matching and document checks at checkin and the gate. Swiss port and Checkport’s knowhow and experience are also being supplemented more and more by technologies developed inhouse. Swissport New York JFK, for example, had been

conducting watchlist matching manually for one airline customer. So Swissport Aviation Security offered to provide the Checkport Watchlist Matcher, both increasing accuracy and reducing the manpower needed. Swissport is also working with SITA and IATA on introducing automated checks for entry regulations, to extend these to passengers using selfservice checkin and generally reduce the risk of noncompliance fines.

Cross-selling and tailor-made solutionsFurther good examples of the groundhandlingandsecurity combination include the Swissport’s work for Delta Air Lines in Johannesburg and American Airlines in Brazil. The tenders were won by Swissport and Checkport, thanks in no small part to the excellent handling package that the partners were able to offer. Swissport is superbly placed to offer similar allinone package of ground handling, cargo handling and security services, backed up by Swissport Aviation Security and its US carrier expertise.

Together with NASS, the new security daughter of Swissport, SCS US is working on new security processes to tackle the increasing cargo security requirements in the US. This “inhouse” solution enhances process flows without compromising security and will even create new business opportunities for Swissport.

As all these examples show, Swissport has tremendous opportunities for meeting its customers’ wishes, however varied they may be. Which is probably why Swissport is such a global leader in providing combined ground handling, cargo handling and security solutions, and why its services are being increasingly sought by customers seeking tailormade packages for all their ground services needs.

Louis Seliner

Swissport’s ground-handling and security combination for Delta Air Lines.

Swissport’s security activities at a glance

Facilitation– document verification – inadmissibles centre and desk attendance– repatriation assistance for government offices– IOM (International Organization for Migration) transit assistance for refugees– pre-clearance tasks (APIS etc.)– travel doc verification training

Aviation security– passenger interviewing (profiling)– passenger and hand-baggage screening– aircraft guarding– cabin searches– catering checks– cargo security and screening– access control (aircraft and airports)– hold baggage screening (HBS)– aviation security training (ICAO certified)

Integrated services– passenger interviewing and check-in– clean and search– baggage handling and security– fast-track systems and concepts

Related services– Visa hotline 0900 099 099 (in Switzerland)– S-PASS (Swissport Passenger Assessment Security System)– advanced document scanning– watchlist matcher and other technical tools– security concepts and designs– compliancy & audits– BPR (Behavior Pattern Recognition)– TVA (Threat & Vulnerability Assessment)– other airport % airline related services

AVIATION SECURITY

Contact

Louis SelinerVP Aviation Security, Swissport

Phone +41 43 812 2467Fax +41 43 321 [email protected]


A hundred Swissport managers from all over the world descended on Grindelwald in Central Switzerland at the beginning of April 2008 for a threeday spring seminar. The event, which went by the name of “On the Way to the Top”, put a special emphasis on speed, professio nalism, leadership and growth, to gain and maintain a shared understanding and appreciation of these four key factors and their associated objectives throughout the Swissport Group.

As an organisation that now extends to around 180 stations in 42 countries, Swissport knows how vital it is to gather the company’s key management on a regular basis to trade ideas

and experiences and promote personal development. At “On the Way to the Top”, CEO Per Utnegaard was keen to stress that even the ground services industry leader must permanently strive for further progress, more innovations and enhanced management skills if it is to continue to meet the market’s demanding needs.

Adding macro to micro Grindelwald in the Bernese Oberland was selected for the “On the Way to the Top” event. And an excursion up the nearby Schilthorn (2 970 meters) offered a concrete expression of the meeting’s theme. It’s not just the daily

Standing still means slipping back, even for the industry number-one

Even better, even faster, even higher

Human Resources Top 100 Event

Dynamic group activities. A hundred Swissport managers form all over

the world on 3 000 meters.

The Swissport Academy, the management develop ment programme of the Swissport Group, was held in September 2008 for the third time. The 20 participants were selected throughout the Swissport Group from all businesses and regions and offered the oneweek management seminar. Once again, the seminar was dedicated to identify and promote the development of future management staff.

This year’s Swissport Academy participants were offered valuable insights into the manager’s role and duties during the seminar. The topics covered included global perspectives, strategic imple

Identifying and promoting future management staff

Swissport Academy

Human Resources Talent Training

A good team spirit after the abseiling exercise.

Abseiling down a rock overhang.

mentation, operational and financial excellence, customer focus and business relationships, personal development and leadership experiences. The speakers were representatives of Ferrovial Servicios, Swissport headquarters, the Airline industry (Cargo, LowCost) as well as Human Resources (Novartis) and Strategy (Harvard) specialists.

Other highlights of the week were certainly the various team building exercises and the experience of abseiling down a rock overhang.

Elisabeth Karagiannis

MANAGEMENT DEVELOPMENT

micromanagement, it’s also the macro perspective that managers have to maintain, for their teams and their customers. And the event provided it, with speakers from within and outside the company focusing on knowledgesharing, best practice and standardisation. Ferrovial Group CEO Joaquin Ayuso and Santiago Olivares, CEO of Ferrovial Services, were also on hand to explain and discuss group strategy.

Work hard – play hard Needless to say, global networking was high on the agenda, too. And the many long and intense discussions, during the meeting, out in the open and later at the bar, all help forge and further the interpersonal relations that are so vitally important to any successful company. The process was further promoted through various groupwork sessions and outdoor activities. And when the 100 Swissport managers who attended returned to their regular workplaces, it was with not just some unforgettable im pressions of this beautiful part of Switzerland, but with renewed enthusiasm and desire to make Swissport even faster, even higher and even better than it already is.

Elisabeth Karagiannis


Simply put, 5S is a method for organizing a workplace and focuses on visual order, cleanliness and standardisation. The process is to change the traditional workplace into a more visually enhanced workplace. Can the staff, for example, readily see that we are low on our supply of propane before a crisis arises?

What is 5S?

Project Innovation

Contact

Don Roark Director Cargo Training & Development Swissport Cargo Services 11001 Aviation Blvd., Suite 223Los Angeles, CA 90045, USAPhone +1 310 864-4483 Fax +1 310 646-0540 [email protected]

The principles underlying a 5S program appear to be simple, obvious and pure common sense. They are just that. The key target of 5S is efficiency. The tangible advantage is that by assigning everything a location relative to the need, time is not wasted looking for things. Additionally, it is quickly obvious when something is missing or needs to be restocked.

The 5S’s are Sort, Straighten, Shine, Standardise and Sustain.

Simply put, that means: Sortis the removal of unnecessary items that are not required immediately. Eliminate clutter.

Straightenis to define a specific place for each item.

Shineis cleaning the area, dealing with debris, and restoring items to their original con dition.

Standardiseis maintaining the first 3 Ss. Introduce visual tools to reinforce the process such as marking the place where wooden skids are stored. This concept is already in place with Dangerous Goods storage.

Sustainis making a habit of using and enforcing the correct procedures.

Swissport Cargo Services has successfully adapted the 5S model in Atlanta and Toronto. We can measure the success achieved by Atlanta by reviewing the positive changes, including:– Waiting times for trucks delivering cargo was

reduced by as much as 50% because of a re organisation of the warehouse and how cargo flows through it.

– Productivity increased from 350 Kilograms/Hour to over 500 due to more effective cross utilisation of staff.

– Visual designation of various work areas enables management to easily see who is working what area.

– The Admin/Accounting office was a storage place for junk. The junk was removed; the Admin group moved into a smaller, uncluttered office thus freeing up the larger office for rent.

– By streamlining the warehouse and the flow of cargo, fewer forklifts were required so 3 units were returned to the vendor.

– Defined and painted walkways were established which creates a safer warehouse environment.

In Toronto, the pallet build up areas are clearly and visually marked so everyone knows where the slave dollies belong.

To capitalise on the 5S program’s benefits, Swiss port Cargo across North America has embarked on a goal of bringing the program into every facility this year. We have written a “5S Familiarization” training module that is now incor porated into our Basic Cargo Training, so as new employees are brought on board, they are introduced to the program during their new hire training. We continue to offer more detailed, inhouse training to our staff to facilitate further roll outs.

In summation, the 5S concept will eliminate wasted time and effort. The results you can expect from a 5S program are better efficiency and safety which in turn produce improved service and profitability.

Don Roark

Two examples

Here are two examples of a visually enhanced work place. The Toronto warehouse (left) has pallet build up areas staggered for maximum usage of floor space and convenience.

The storage area for skids (right) is clearly marked on the floor, thus visually defining where skids are to be stored, where you can expect to find them, and in this case alerting you that the supply is low.

CARGO SERVICES


CARGO SERVICES

Contact

Jan van Anrooy General Manager Cargo Services The Netherlands Swissport Cargo Services The Netherlands B. V.Uiverweg 2 – 6 1118 DS Schiphol Airport The NetherlandsPhone +31 20 316 3731 Fax +31 20 316 3733 [email protected]

It was back on June 1, 2005 that Swissport Cargo Services The Netherlands handled its first air craft, a Boeing 747 freighter of Asiana Airlines Cargo. It the intervening years, the number of dedicated Boeing 747 freighters the operation handles has grown to 17 a week.

“It’s been a hectic but very exciting development,” says Jan van Anrooy, the general mana ger who started the whole operation. “We saw our first six months in the rest of 2005 as the ‘establishment’ phase, in which improvisation was the name of the game. We acquired our furniture, for

instance, by collecting it free of charge 50 kilometres away from Schiphol Airport. We used the spare capacity of a wellknown trucking company to move some 140 cubic metres of used furniture into our warehouse, to be stored for future use. Our warehouse cargo handling system was improvised, too. Some people are still surprised today that it works; but by installing a handling system made of wood, we saved some 66% of what a steel alternative would have cost.”

100 000 tonnes of cargo handled in 2007 “2006 was a year of explosive growth,” van Anrooy continues, “thanks mainly to the expansion of AirBridgeCargo and the August startup

of Jade Cargo International. This growth phase prompted us to further professionalise our organisation. And the next year we totally redesigned all the aspects of our operation, from our handling equipment to our overall organisational structure. In fact, 2007 became some thing of a year of stabilisation generally; and when we closed our books on December 31 we had handled some 100 000 tonnes of cargo for the year. We also employed around 100 staff and provided our customers with a quality hand ling product. Last but not least, we delivered a healthy financial result to our shareholder.”

“In the course of our development, though, we had realised that there was one crucial element missing if we wanted to truly establish ourselves as a mature handling company at Schiphol Airport and confirm our success,” van Anrooy adds. “We desperately needed a first line handling facility, to anticipate changing (security) legislation, to optimise our operational process and to further improve our financial results. So we set about getting one! And thanks to an excellent collaboration between the Schiphol airport company, its real estate division and the units involved at Swissport International, we were able to sign a letter of intent in February 2007 for a handling facility at a first line location on the airport site. The rest of the year was spent negotiating with

Swissport Cargo Services The Netherlands may have been established only three years ago. But the company is now ready for its next major development step.

A company on the move!

Network Netherlands’ expansion

the real estate company to get the best valueformoney; and, thanks in no small part to the personal involvement of CEO Per Utnegaard, too, the project was confirmed in December 2007.”

Further growth to be expected “As a result we moved our entire SCS operation from our existing 8 600squaremetre premises into a stateoftheart facility of 19 000 square metres,” van Anrooy concludes. “The new building has only been in use since 2001; but it’s undergoing major re furbishment to customise it to our cargo handling requirements. One floor of offices has completely been removed, for instance, to provide a cargo acceptance area of the required height. We moved into the new premises in summer 2008. Our new home will provide us with an excellent foundation for further growth, more satisfied customers and even better profitability.”

On the move: SCS The Netherlands’ new cargo facility.


PRODUCT

Swissport already runs Internet and CUSS kiosk checkin for 14 airlines on http://www. webcheckin.com. In 2008 about 2 million passengers used these services which is a 50% increase compared to 2007.

The introduction of Mobile CheckIn will give the airline customers a new tool especially targeted to improve the service for frequent travellers.

Further in 2008 Swissport has introduced a Common Bag Drop solution at Zurich Airport which increases the speed of the bag drop and reduces waiting times for passengers.

Swissport is continuing to lead the changes in passenger handling by intro du-cing a Mobile Check-In solution early 2009. This solution will complement Swissport’s e-Services portfolio even further and offer the airlines a better ser-vice and the passengers more control over the whole check-in process.

The future of Check-In

Technology New perspectives

Although Swissport provides a full ground handling service for Virgin Atlantic at Gatwick (since 2004) and Manchester Airports, the contract covers Virgin Atlantic flights at other UK air ports and for aircraft down route in other countries. This is the first time that Swissport has provided its Central Load Planning skills to an entire airline.

Load Planning involves calculating the load and balance of an aircraft and the balance to ensure the aircraft flies safely and efficiently whilst maximizing payload opportunities. Data about load and balance is then forwarded directly to the aircraft flight deck using ACARS (Aircraft Communication Addressing and Reporting System). The load sheet report is generated by a small teleprinter on the flight deck, wherever the aircraft is at the time.

Swissport has set up a new fully serviced centre, near Manchester Airport, and will have a dedicated team working on the Central Load Planning. The system will be built using D Plan from EDS.

Swissport UK provides a new Central Load Planning service to Virgin Atlantic worldwide, under a new contract between the two businesses. The service is operated by Swissport since mid-May 2008 for all of Virgin Atlantic’s fleet on all services globally.

New Central Load Planning service for Virgin Atlantic Airways

Operations Process optimisation

Swissport provides Central Load Planning service to Virgin Atlantic worldwide.

Swissport is also working on other solutions like SelfService Lost & Found or agent facing Mobile CheckIn. These solutions have been tested during 2008 with great success and are available for roll out mainly at stations with high peaks and limited infrastructure. Mobile Solutions agent facing will increase the quality of the services by reducing queues in front of CheckIn and Lost & Found. Further it will also allow checking in passengers off airport in hotels, in buses, at conferences and more.

For any questions regarding Swissport’s eServices portfolio please contact Rico Barandun.

Contact

Rico Barandun Head e-Services, Swissport Phone +41 43 812 24 87Fax +41 43 321 29 [email protected]


GROUND HANDLING

Some 115 industry partners attending this year’s International Ground Handling Conference in Kuala Lumpur took up Swissport International’s invitation to discover the various facets of the host city and country on Monday, May 12. Swissport’s IGHC gettogethers have become something of a tradition, and this year’s also offered its fair share of surprises: a lively city tour and an insightful stroll through the city’s Chinatown district were followed by an excellent dinner and entertainment.

Swissport was deeply pleased to treat its invitees to these culinary and visual delights, of which the accompanying pictures should offer some impression. These “Swissport evenings” are an excellent way of renewing old acquaintances, making new ones and just sharing news and views over a friendly drink. And we have every intention of continuing the tradition at next year’s IGHC. After all, people who work hard should play hard, too!

Stephan Beerli

Traditional Swissport event at this year’s IGHC

KL – OK!

IGHC Swissport event

Various snapshots taken during the event

Swissport International Ltd.Ground Handling, Cargo, Aircraft Maintenance, Fueling,

Executive Aviation, Aviation Security

www.swissport.com

Professional ground handling is not a matter of chance.When it comes to ground handling, we hold all the right cards.

For eight consecutive years, the ITM has honored Swissport with its top award for excellence in airport services. It com-mends our flexibility, innovative spirit, single-source partner-ship philosophy, and uncompromising dedication to each customer’s individual requirements. We owe this distinction to your ratings. It proves that our quest for constant improve-

ment, our strong roots in ground handling, and the energy we invest in delivering quality services are bearing fruit. On behalf of 30,000 committed women and men who look after your needs at 187 airports around the world, we thank you for your invaluable support and your continued loyalty to Swissport. It is a privilege to serve you.

Swissport was just named once more Global Aviation Ground Services Company 2008 by the Institute of Transport Management.

In its deliberations to choose the winners of various accolades in the Aviation sector, the Institute canvassed and polled:

: 46 National and International Airlines: 8 International Airport General Managers/Directors: 22 Regional Airport General Managers/Directors: 2,450 Passengers: 72 Suppliers to the Aviation Industry

spi_award08_A4.indd 1 29.2.2008 14:23:16 Uhr


■ ATHENS

Thank-you letter from our customersI would like to thank you personally for the work done during one of the heaviest snow falls I could ever imagine (especially in Greece!). Disrupted operations, stranded passengers, in cluding yourself as most of you were not able to go back home and were stuck at the airport. We have seen it all in as little as 48 hours …

Despite extreme hard conditions we managed to keep control and to keep going. This is re markable and I admire you for that. Thank you for the excellent job done! Really outstanding.

Hester Bruijninckx Air France – KLM General Manager Greece & Cyprus

■ BASEL

Swissport is taking care of its customersFor your information, today on April 26, 2008, EZS 1071 BSLBCN, 5 minutes before closing the doors with passengers on board, Mr. Philippe Moré, responsible for the push came to see me to ask if I was aware that one of the tyres seemed to have a lack of pressure. After checking it myself, I came to the same conclusion and called maintenance. The mechanic said that with passengers on board, tyres always look a bit more flat due to the extra weight, but after checking the pressure, he quickly came to the conclusion that it was a no go, and tyre needed to be changed.

These few words are to give my very warm thanks to Mr. Moré who told me he had only been employed at Swissport for two months, but he really did an excellent job. Positive actions are very seldom recognised, and I think that the example of Mr. Moré is worth mentioning.

Thomas GutlebenEasyJet – CMD

■ AWARDS

Three awards for Swissport FuelingSouthwest Airlines held their annual Fueling Seminar and Awards on Wednesday, April 9th in Dallas, Texas. Swissport Fueling received 3 awards for:– Best Large Station (flights over 45 000 per

year) – Oakland, CA (OAK) (4th year in a row)

– Best Medium Station (between 10 000 and 19 500 flight per year) – Islip, NY (ISP)

– Super Fueler for zero chargeable fueling delays in 1 year – Islip, NY (ISP)

Awards for Swissport MenziesThe Madrid Station of Swissport Menzies Handling UTE received the “Annual Most Improvement Award for on Time Performance” from Easyjet. Easyjet is a very important customer for Swissport Menzies Handling UTE with 1000 flights handled per month.

Network News and Viewshas been achieved in competition with many other experienced handling agents in Europe. Condor contracts full handling services from Swissport Menzies at six stations and is the main customer at Jerez. Award for Swissport Miami StationMiami Station was honored with the Best Performance Award by El Al. The airline handed over the award for achieving outstanding operational and service performance in the first quarter 2008, while showing high level of professionalism and dedication.

The OAK Management Team: Ken Carlson (left)

and James Stuckey (right) receiving their

award from Tom McCartin, Southwest’s Director

Fueling Operations

■ PEOPLE

New appointments in the Swissport Cargo divisionSwissport has appointed John Batten as its new Executive Vice President for all global cargo services as per August 1, 2008. In John Batten,

Swissport staff at the El Al counter

in Miami celebrating the Award.

John Batten

Nils Pries

Knudsen

Rainer Müller

Rudolf Steiner

Swissport Menzies in Jerez de la Frontera

receives the award.

Swissport Menzies’ customer Condor granted the Jerez de la Frontera station the “Opera tional Excellence Award 2008. Highest Punctuality Rate Continental Stations”. This award


Swiss port has enlisted a proven industry professional to head its global cargo operations. With the appointment of Rainer Müller as SVP Sales and Key Account Management as per September 1, 2008, Swissport strengthens its global sales and key account management. Furthermore, Swissport has appointed Rudolf Steiner as SVP Middle East & Asia as per November 1, 2008 and Nils Pries Knudsen as SVP Europe, he will assume his duties on January 1, 2009.

New CEO for Swissport UKMark Faulkner assumes the overall responsibility for Swissport UK’s ground handling activities as per September 1, 2008. In his former role, he was general manager of

■ NEWS TICKER

USA, JFK AirportPope Benedict XVI visited the United States in April 2008. He arrived on the Swissport steps after leaving the chartered Alitalia Boeing 777 at JFK Airport.

Antonov 124 at Zurich Airport

SWISSPORT WORLDWIDE

AustriaSwissport Cargo Services extended its airfreight activities to Vienna Airport at the beginning of April 2008. The new operation is set to handle some 25 000 tonnes of cargo a year; and the present warehouse capacity should be extended to over 3 300 square metres by 2009. Vienna is a key location for Swissport’s expansion of its services in Eastern Europe, a market that regularly reports annual growth of some 20%. The first customers of the new Swissport Cargo Services operation include Lufthansa, Air France/KLM, Alitalia and DHL. Further reputed airlines are expected to join them soon.

UkraineSwissport extended its present passenger services at Kiev Airport to ramp activities on June 1, 2008. The company has just won the corresponding licence for a tenyear period. The expansion underlines Swissport’s high ambitions for the Ukrainian market. The Swissport customer portfolio in Kiev includes home hub carrier Ukraine International and over 20 further airlines.

CyprusSwissport International has obtained the licences (for a period of 7 years) to provide ground services at Larnaca and Paphos airports on Cyprus, together with its partners G. A.P. Vas silopoulos and Cyprus Airways. The new operations commenced on May 15, 2008.

SwitzerlandSwissport and easyJet conclude ground handling agreement for Zurich AirportSwissport International has concluded a new collaboration agreement with easyJet for the provision of ground services at Zurich Airport. Under the new accord, Swissport Zurich handles some 12 flights a week for the rapidlygrowing lowcost carrier.

Pope Benedict XVI arriving

at JFK Airport.

Swissport handles an Antonov 124

freighter at Zurich Airport.

LuxembourgSwissport has been awarded a licence by Luxembourg’s ministry of transport which will enable the world’s leading ground handler to offer the full range of passenger and ramp services at Luxembourg Airport. Swissport is already active at the airport with its own cargo organisation, and will now expand these activities to passenger handling, too. The new operation is timetabled to begin during the 1st

quarter 2009.

This latest success marks a further welcome step in Swissport’s current expansion within the key European market. Luxembourg Airport handled some 1.7 million travellers last year.

Swissport acquires NASS to further expand its aviation security expertiseSwissport International, has acquired USbased New Age Security Solutions (NASS) with effect as per June 2008. The acquisition will enable Swissport to offer further security solutions at

airports alongside its present airline and cargo security services. NASS, which is based in Rockville, Maryland, USA, was founded soon after the events of September 11, 2001 to help meet the increased security needs of both state and private organisations. The company’s core competencies lie in training and consulting and in developing and implementing airport security concepts. The acquisition of NASS will enable Swissport to further expand and develop its

Mark Faulkner

AmeyColas . With a workforce of some 2800 personnel and operations at six airports, Swissport UK offers the full range of ground handling services and presently serves some 50 airline customers.

Changes of CEO in Algeria, Bulgaria and CyprusChristian Dräger, the former CEO of Swissport Bulgaria and Cyprus is building up the new Joint Venture in Cyprus and handed over the responsibility for Swissport Bulgaria to Claude Badan as of August 15, 2008. Claude Badan, the former CEO of Swissport Algeria Ltd., moved to Sofia and acts as new CEO of Swissport Bulgaria. Fernand Stauffer, based in Algiers, took over the responsibility for Swissport Algeria.

New General Managers in Germany and JapanThomas Bethke has been appointed as General Manager for Swissport Germany and took up his new role on April 1, 2008 from HansRudolf Moser who retired by this date. Thomas Bethke has several years of experience in ground handling and was Commercial director of Swissport Germany for the last 5 years.

Michael Kilchherr has been appointed as new COO of Swissport Japan Ltd. effective April 1, 2008. In his former role, he was «Head of Product Development eServices» at Swissport Headquarters.


NASS Security Strategy

NASS Consulting Services

NASS Cargo Security Service

NASS was established in 2001 by an in-ternational group of Aviation Security experts, in order to respond to the post 9/11 Airport / Airline emerging security needs. In 2008, NASS up scaled its capabilities and strength by joining the Swissport group.

The company is led by Rafi Ron, an in-ternationally recognized Aviation Secu-rity and Counter terrorism expert and Yuval Behzerano (EVP). All NASS professionals have years of “Hand-on” field experience, working for Govern-ment Security Organizations and various Airports / Airlines.

NASS has developed an impressive Track Record that includes major security pro-jects at many of the leading Airports in the U. S., E. U., Asia, Africa and Latin America.

NASS is the creator of the first U. S. post 9/11 Comprehensive Airport Security Program at Boston Logan International Airport. NASS’s “Logan Model” has be-come a reference to many Airports in the U. S. and was recognized by the Federal Government for its excellence.

NASS is the original creator and the only provider of the world famous “Behavior Pattern Recognition (BPR)™” Program implemented in many leading Air-ports around the world. Furthermore, NASS’s leadership advices regularly U. S. Senators and Congressman on Avia-tion Security related legislation and pro-vides support for The U. S. Government Accountability Office (GAO).

NASS security strategy is based on inte-gration of three critical components:

TechnologyHuman ResourcesOperating / Emergency procedures ■ NASS solutions are tailored to

the specific customer environment and are based on a thorough study conducted by our experts at the designated location.

■ NASS strategy relates to Regulatory Compliance as the base line for any Security Solution.

■ NASS strategy recognizes the need for threat and Risk mitigation beyond Compliance based on expert analysis.

■ NASS solutions achieve cost reduc-tion through vertical and horizontal integration.

■ NASS believes that security’s role is to serve the Airport / Airline Opera-tional, Commercial and Customer service goals and not the other way around.

■ NASS is a “Vendor free” Consulting, Training and System Design firm. Therefore it is always guided by the unbiased customer best interest.

Security Concepts and Design

NASS offers the following Consulting Services:■ Threat and Vulnerability Assessments

(TVA)■ Security Master planning■ Security Systems Design■ Security Operating & Emergency

Procedures■ Security Human Resources Programs■ Security Compliance analysis■ Preparation for International

Security Compliance Audits (ICAO, TSA, E. U.)

■ Airline Hub and remote stations Compliance programs (TSA, IATA, E. U.)

■ Security Bids and procurement support (International & local)

■ Security projects management and supervision

■ Security systems validation■ Aviation Security Expert

Investigations■ Airport & Airline Security policy■ National Aviation security Programs

Compliancy

In February 2009 the first phase of the U.S. (TSA) Air cargo program that calls for 50% screening of all Cargo loaded to Passengers aircrafts will go into affect. By August 2010, 100% screening level will be a mandatory requirement.

NASS has responded to the latest de-velo ping regulatory requirements by creating operational and technological models for Air Cargo Screening that ensure full Compliance, reduces the time factor to the minimum and controls cost.

NASS’s Air Cargo models are based on deep understanding of the Air Cargo operation through many years of opera-ting Air Cargo facilities around the world.

NASS offers full Air Cargo Screening services to Airlines and Air Cargo For-warders in different flexible configura-tions, from “At the customer Facility” to a stand-alone “Car-Wash” model.

Cargo Processes and Technology

Effective

Effi cient

Comprehensive

Compliant


08-0251_NASS-Flyer.indd 1 10.11.2008 9:51:17 Uhr

Aviation Security expertise by NASS


Swissreport‘s recent contract successes Swissport does highly appreciate the valuable co-operation with its customer base. Between May 1 and October 31 2008, Swissport was able to con-clude 315 new commercial contracts and renewed business. Hereafter a small choice of some bigger accounts.

Station Customer

GIG Gol Transportes Areos Ltda.BSB Gol Transportes Areos Ltda.KIX Northwest Airlines, Inc.YVR Vancouver International AirportLAX Nippon Cargo AirlinesANC Polar Air Cargo, Inc.GRU American AirlinesZRH IberiaFRA Condor Flugdienst GmbHSSA Gol Transportes Areos Ltda.CDG Finnair PLCZRH United Airlines, Inc.ANC Korean Air Lines Co. Ltd.REC Gol Transportes Areos Ltda.LCA Excel AirwaysJFK Kingfisher Airlines LimitedVIE Air FranceMUC Finnair PLCNRT Northwest Airlines, Inc.GRU Continental Air Lines, Inc.KIX Cathay Pacific Airways Ltd.MAN Etihad AirwaysSIN Nippon Cargo AirlinesBSL British Airways P. L.C.ZRH SR Technics Ltd.JFK EmiratesLGW Air Comet, S. A.NGO Northwest Airlines, Inc.GRU Deutsche Lufthansa AGLCA British Airways P. L.C.LCA Olympic AirlinesORD Air OneLCA British Airways P. L.C.GRU Swiss International Airlines Ltd.ICN EmiratesBSL Ryanair Ltd.GRU British Airways P. L.C.GVA Saudi Arabian AirlinesLAX AlitaliaCUN Brendan AirwaysSFO Kingfisher Airlines LimitedPFO British Airways P. L.C.PFO Aeroflot Russian AirlinesCUN Jetblue Airways CorporationCDG AlitaliaGIG American AirlinesPFO Aerosvit AirlinesSEA Air FranceLCA Austrian AirlinesNGO Cathay Pacific Airways Ltd.JFK Aerosvit AirlinesLAX Air-India LimitedYEG Skyservice Airlines, Inc.LCA Transaero AirlinesYEG Compania Mexicana de Aviacion GRU Compania Panamena de AviacionLHR Air NamibiaYYZ EmiratesCDG Scandinavian Airlines System (SAS)SSA Air Europa Lineas Aereas, S. A.SEA Martinair Holland N. V.MIA Surinam Airways Ltd.NQN LAN Airlines, S. A.BHX Loganair LimitedHAM Brussels Airlines

SWISSPORT WORLDWIDE

aviation security activities and raise its profile in the airport security field. NASS’s network and expertise should also open up new opportunities for Swissport Cargo Services USA in the rapidlygrowing cargo security market.

Swissport revises collaborations with local partners in India & the PhilippinesSwissport is revising its collaborations with local partners in India and the Philippines for strategic and operating reasons. Swissport is disposing of its activities in the Philippines and is parting company with its present cooperation partner in India to evaluate new collaborations. The changes, which came into effect in October 2008, will have no impact on the Swissport Group’s financial performance.

First Emirates A380 in the US – with Swissport as Ground Handling providerThe first commercial flight of the superjumbo Airbus A380 to the USA landed at JFK on Friday, August 1, 2008. The flight from Dubai was operated by Emirates and carried 500 passengers. The plane landed at 4:45 p. m., and was met by reporters and airport officials, as well as a delegation from Swissport Corporate Headquarters, in a welcome ceremony held in the Emirates lounge. Swissport JFK provided the ground handling.

Airbus A380 at JFK Airport

New fueling destinations in the Swissport network On October 15, 2008 Swissport Fueling, Inc. took over the intoplane refueling operation for Southwest Airlines at their Chicago Midway (MDW) hub. MDW is Southwest Airline’s 2nd largest location. Swissport Fueling is providing intoplane refue ling services to Southwest Airlines, Midway’s largest carrier, for 225 flights a day.

Swissport Fueling Services reports a further success: Swissport now conducts intoplane fueling for 17 airlines at Dallas/Fort Worth, the world’s thirdbiggest airport and the fifthmostimportant in the USA in fueling terms. Swissport is fueling over 2000 aircraft a month under the new commission, which commenced on November 1, 2008.

Swissport Fueling already provides intoplane refueling service to Southwest at Oakland, Phoenix, Reno, Fort Meyers, Islip and Washington Dulles.

Swissport’s Aviation Specialty Services wins further security businessAlongside ground handling and cargo handling, Swissport Aviation Specialty Services is the third business line within the Swissport Group, providing security services, intoplane fueling and airline aircraft maintenance. It has scored further contractual successes with its airport security activities. Checkport, Swissport’s aviation security subsidiary, has been contracted by ACSA (Airports Company South Africa) for passenger screening activities at Johannesburg Airport per November 1, 2008, to perform thorough screening of persons and goods to ensure that optimum security is con sistently maintained. As well as its new Johannesburg duties, Checkport already provides various services at nine other South African airports.

Swissport has further secured a commission to take over security for Delta Air Lines at Kiev Airport. The new services will be provided from December 1, 2008 onwards.

Swissport FormulaOperational excellence with standardi-sationSwissport wants to remain the industry benchmark in terms of delivering optimum quality coupled with high productivity. But the aim is not only to just set high standards for the customers but also to enhance the internal processes and interfaces. The customers will experience a consistent superior quality (world wide) and are not depending on an individual service level for a station, country, region or continent.

This is why Swissport is launching the „Swissport Formula“ – a companywide drive to standardise various aspects of the operations throughout the Swissport Group, to bring greater efficiency to the activities and facilitate the daily work. The aim is to achieve this by adopting an intelligent and professional approach to all the daily business, mainly in the passenger and cargo hand ling activities with standard basic training programmes; triedandtrusted procedures for setting up new stations; enhancement of common procedures for responding to accidents or customer complaints; a common approach for the usage of standardised tools, systems and manuals to plan and monitor performance on Station Level; standardised language and terminology for our communications and public face; alignment of planning methodology for resources.

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CONTACTS

GrOuP ExECuTIVE MANAGEMENT Swissport International Ltd., Per H. Utnegaard., President & CEO, P. O. Box, CH8058 ZurichAirport, [email protected]

Swissport International Ltd., Luis Pascual, EVP / Group CFO, P. O. Box, CH8058 Zurich Airport, [email protected]

Swissport International Ltd., Elena Fernandez, EVP Legal, P. O. Box, CH8058 Zurich Airport, [email protected]

Swissport International Ltd., Philipp Joeinig, EVP Corporate Development & Business Support, P. O. Box, CH8058 ZurichAirport, [email protected]

Swissport International Ltd., Erich Bodenmann, EVP Aviation Specialty Services, 45025 Aviation Drive, Suite 350, Dulles, VA 201667557, USA, [email protected]

Swissport International Ltd., Urs Sieber, EVP Ground Handling Europe / Asia / Middle East / Africa, P. O. Box, CH8058 ZurichAirport, [email protected]

Swissport USA, Inc., Richard van Bruygom, EVP Ground Handling Americas, 45025 Aviation Drive, Suite 350, Dulles, VA 201667557, USA, [email protected]

Swissport International Ltd., John Batten, EVP Global Cargo P.O. Box, CHZürichAirport [email protected]

COuNTry CONTACTS Algeria Swissport Algérie, Fernand Stauffer, President & CEO, Aéroport d’Alger, Houari Moumedine Dar El Beida Alger, [email protected]

Argentina Swissport Argentina S.A., Eduardo Carneglia, CEO, International Airport Ezeiza, Suite 314, Ministro Pistarini, 1802 Ezeiza, Buenos Aires, Argentina, [email protected]

Austria Swissport Austria GmbH, Fredy Peter, Chief Operating Officer, Building 645, 1300 Vienna Airport, Austria, [email protected]

Swissport Cargo Services Austria GmbH, Joerg Erhold, Station Manager; Cargo North; Object 10, 1300 ViennaAirport, Austria, [email protected]

Belgium Swissport Cargo Services Belgium NV, Patrick Minsart, General Manager Belgium, Brucargo Building 701 box 1, 1931 Zaventem, Belgium, [email protected]

Brazil Swissport Brasil Ltda., Francisco Gonçalves, General Manager & CEO, Aeroporto Internacional do Rio de Janeiro / GaleãoAntonio Carlos Jobim, Av Vinte de Janeiro , Terminal 1 – Setor Azul – Sala 1651A – Pista CEP 21941970 – Rio de Janeiro – RJ / Brazil, [email protected]

Swissport Cargo Services Brazil Ltda., Reinaldo Góes, General Manager & CEO, Aeroporto Velho do Galeão, Terminal Swissport Cargo Services, CEP 21941520 – Rio de Janeiro, RJ / Brasil, [email protected]

Bulgaria Swissport Bulgaria AD, Claude Badan, CEO, Eurogate Logistics Park, 2nd Floor, Office # 12, Prodan Tarakchiev Str, BG1592 SofiaAirport, Bulgaria, [email protected]

Cameroon Checkport Cameroon, Joshua Osih, President & CEO, P. O. Box 2513 Douala, Cameroon, [email protected]

Canada Swissport Canada Handling Inc., Joerg Sutter , Regional Vice President Canada, Montreal – Trudeau Airport, 975 B. RomeoVachon Nord, Office 376, Dorval, PQ, H4Y 1H1, Canada, [email protected]

Swissport Cargo Services, L. P., Paul Keery, Vice President Cargo North America, 6500 Silver Dart Drive, Core G Mississauga, Ontario L5P 1A2, Canada, [email protected]

China Swissport China, Daniel Jettel, CEO, Beijing Capital Int’l Airport, Terminal 1, Office S1006, Beijing 100621, China [email protected]

Cyprus Swissport Cyprus Ltd., Christian Draeger, Managing Director, Larnaca International Airport, P.O. Box 43016, 6650 Larnaca, Cyprus, [email protected]

Dominican republic Swissport Dominicana S.A., Augusto Cavalcante, General Manager & CEO, Ave. Independencia # 1811, El Cacique, Santo Domingo, Rep.Dominicana, [email protected]

France Swissport France SAS, Airport Services France SAS(ASF), Swissport Executive Aviation Nice SAS : JeanDidier Savioz, President & CEO, 383 rue de la Belle Etoile, 3 Allée du Ponant, Parc des Nations, Paris Nord II BP 51441, 95942 Roissy CDG Cedex, France, jean[email protected]

Swissport Cargo Services France Sarl., Bob Berthelier, General Manager France, CDG zone fret 4 / CDG cargo Terminal, 26 – 28 rue des Voyelles, BP 10666, Roissy CDG Cedex, France, [email protected]

Germany Swissport Deutschland GmbH, Thomas Bethke, General Manager, Wanheimerstrasse 45, 40472 Düsseldorf, Germany, [email protected]

Swissport Cargo Services Deutschland GmbH, Paul Arnold, General Manager, Frankfurt Airport, Cargo City Sued, Geb. 558 B, 60549 Frankfurt, [email protected]

Greece Swissport Hellas S.A. /Swissport Hellas Cargo, Georges Peter ,General Manager, Athens International Airport, Eleftherios Venizelos, Building 12, GR – 19019 Spata, [email protected]

Swissport Hellas Sud S.A., Andreas Grylos, General Manager, Nikos Kazantzakis Airport, 71601 Heraklion, Crete, [email protected]

Honduras Swissport GBH Honduras, Alfonso GarcíaMiró, President & CEO, Nueva Terminal de Carga Of. 301, Apto Internacional “Ramón Villeda Morales”, San Pedro Sula, Honduras, [email protected]

Hungary Swissport Cargo Services Magyarország kft., Balàzs Enyedi, Station Manager, Airport Business Park, Lôrinci út 59. C3 building, 2220 Vecsès, Hungary, [email protected]

Israel Q.A.S. – Quality Airport Services Israel Ltd., Yossi Raviv, President & CEO, P.O. Box 136, Ben Gurion International Airport, 70100 Israel, [email protected]

Italy Swissport Italia S. r. l., Lothar Kilchenmann, General Manager, P. O. Box/BR, CH8058 ZurichAirport [email protected]

Swissport Cargo Services Italia S. r. l., Sergio Squeri, General Manager Italy, Via Dante 146, 20096 Limito di Pioltello (MI), Italy, [email protected]

Japan Swissport Japan Ltd., Shigeru Ohashi, President, 3 – 21, Nakamachi 2chome, Izumisanoshi, Osaka 5980013, Japan, [email protected]

Kenya Swissport Kenya Airside Ltd. / Swissport Cargo Services – Kenya, Jeroen de Clercq, President & CEO, Jomo Kenyatta International Airport, Nairobi Cargo Village, P. O. Box 19177, 00501 Embakasi, Nairobi, Kenya, jeroen.de[email protected]

Korea Swissport Korea Ltd., Toralf Sonntag, Vice President & COO, Room 301 Cargo Terminal B, Incheon International Airport 2165160, Woonseodong, Junggu, Incheon, Korea 400717, [email protected]

Luxembourg Swissport Cargo Services Luxembourg S.A., Patrick Minsart , General Manager, Cargo Center West / Findel Airport, L2889 Luxembourg, [email protected]

Mexico Swissport Aviation Services de Mexico S.A. de C.V. / Cargo Service Center de Mexico S.A. de C.V., Antonio Ferrer Bernat, President & CEO, Antiguo Camino a Texcoco S/N Zona Federal del AICM, Col. Peñon de los Baños, CP 15520, Mexico D. F., [email protected]

Netherlands Swissport Cargo Services The Netherlands B.V., Jan van Anrooy, General Manager, Anchoragelaan 30, 1118 LD Schiphol ZuidOost, The Netherlands, jan.vananrooy@ swissport.com

Netherlands Antilles (Aruba, Bonaire, Curaçao & St. Maarten) Swissport Cargo Services Aerocargo B.V., Gerhard Goselink, General Manager, Swissport Cargo Building, Curaçao Int’l Airport, Curaçao, Netherlands Antilles, [email protected]

Nigeria Checkport Security Nigeria Ltd., Marc Isenborghs, General Manager, 13B, Bishop Oluwole Street, Victoria Island, Lagos, [email protected]

Peru Swissport GBH Peru S.A., Alfonso GarcíaMiró , President & CEO, Centro Empresarial Camino Real, Torre Real 1, Of. 701, San Isidro, Lima 27 – Peru, [email protected]

Poland Swissport Poland Sp. z o.o., Witold Michalowski, General Manager, ul. Zwirki i Wigury 1, 02143 Warsaw, Poland, [email protected]

russia Swissport Cargo Services St. Petersburg, Natalia Fedorova, Station Manager, Pilotov 32 A, Aviagorodok, St.Petersburg 196210, Russia, [email protected]

South Africa Swissport South Africa (Pty) Ltd., Willy Hallauer, President & CEO, P.O. Box 5511, O.R. Tambo International Airport 1627, South Africa, [email protected]

Spain Swissport Menzies Handling, Enrique Fernandez, CEO, Calle Bahia de Pollensa 11. Edificio Empresarial Los Coronales. 28042 Madrid. Spain, [email protected]

Sudan Swissport Sudan, Adil Ali Mofti, CEO, Baladiya Street, Tadamon Tower, Flat No 708, P. O. Box 13051, Khartoum, Sudan, [email protected]

Switzerland Zurich Swissport International Ltd., Station Zurich, Adrian Melliger, Senior Vice President, P. O. Box, CH8058 ZurichAirport, [email protected]

Basel Swissport International Ltd., Station Basel, Olivier Matthey, Senior Vice President, P. O. Box, CH4030 BaselAirport, [email protected]

Geneva Swissport International Ltd., Station Geneva, Ernest Hochuli, Senior Vice President, P. O Box 776, CH1215 Geneva 15, [email protected]

Tanzania Swissport Tanzania Ltd., Gaudence K. Temu, Chief Executive Officer, P. O. Box 18043, Terminal II,Julius Nyerere International Airport, Dar es Salaam, Tanzania, [email protected]

ukraine Swissport Ukraine, Vladimir Semenchenko, General Director Ground Services, 63a, Bohdana Khmelnytskoho Street, Kyiv, 01054, Ukraine, [email protected]

IMPRESSUM

Published by:Corporate Communications, Swissport International Ltd.

Editor:Stephan Beerli, Marketing Dynamics, [email protected]

Swissport coordinator:Elisabeth Karagiannis, [email protected]

Translations: Paul Day

Layout and printing:DAZ, Druckerei Albisrieden AG, Zürich

Subscriptions:For a free subscription, please send your full name and address to the Swissreporter coordinator.

Printed in SwitzerlandCirculation 14 000

© December 2008 Swissport Inter national Ltd., Zurich-Airport, Switzerland

www.swissport.com

united Kingdom Swissport UK Ltd., Mark Faulkner, CEO, Groundstar House, Freight Village, Newcastle upon Tyne, NE, NE13 8BH, [email protected]

Swissport Cargo Services UK, Steve Ainsley, Managing Director, Bedfont Road, London Heathrow Airport, Staines, Middlesex, TW197NL, United Kingdom, [email protected]

uSA Swissport USA, Inc., Richard van Bruygom, EVP Ground Handling Americas, 45025 Aviation Drive, Suite 350, Dulles, VA 201667557, USA, [email protected]

Swissport Cargo Services, L. P., Paul Keery, Senior Vice President Cargo North America, 6500 Silver Dart Drive, Core G Mississauga, Ontario L5P 1A2, Canada, [email protected]

Swissport CFE, Fred Campbell, President, 4560 South Boulevard, Suite 202, Virginia Beach, VA 23452, USA, [email protected]

Hallmark Aviation Services, Philipp Huber, President, 5757 W. Century Blvd., Suite 860, Los Angeles, CA 90045, USA, philipphuber@hallmarkaviation.com

Venezuela Swissport Cargo Services Venezuela, S.A., Oscar Lehmann, President & CEO, Ed. Pascal, Torre B, Planta Baja, Local 4B, Av. Romulo Gallegos, Santa Eduvigis Caracas, [email protected]

AVIATION SECurITy SErVICES Swissport International Ltd., Louis Seliner, Vice President, P. O. Box, CH8058 ZurichAirport, [email protected]

SWISSPOrT ExECuTIVE AVIATION Swissport International Ltd., Martin Meyer, Vice President, P. O. Box , CH8058 ZurichAirport, [email protected]

SWISSPOrT FuELING Swissport International Ltd., Stan Livingston, President, 45025 Aviation Drive, Suite 350, Dulles, VA 201667557, USA, [email protected]

AIrCrAFT MAINTENANCE Swissport International Ltd., James Casbarro, VP Aircraft Maintenance, 45025 Aviation Drive, Suite 350, Dulles, VA 201667557, USA, [email protected]

18 - global cargo and aircraft ground handling. · u.s. (tsa) air cargo program that calls for 50%...

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