tocumen international airport expansion
TRANSCRIPT
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Prepared for:
PANAMA TRADE
MISSION TO
ATLANTA
GEORGIA, April 28-30, 2010
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OUTLINE
1. Who we are?
2. Why so successful?
3. Statistics
4. Strategic Direction
5. AITSA – Key Performance Axis
6. Master Plan for Apron & Passenger Terminal
7. Master Plan for Airport City Concept
8. Master Plan for Cargo Area
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1. WHO WE ARE?
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Tocumen S.A was founded in 2003 as a private entity
and the Panamenian Government holds 100% of its
shares. It has over $440 million in assets.
We offer services to 30 passenger airlines that fly to
54 destinantions and serve over 4.7 million passenger
per year.
Tocumen S.A. is one of the most important partner of
the Panamenian Government by contributing in the
social development of the country through its Social
Responsability Programs (RSE).
WHO WE ARE?
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WHO WE ARE?
Tocumen is projected has one
of the major HUB’s in the
region.
The location of Panama has favored the development of a HUB
who covers the entire American Continent, and in addition, serves
Europe
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2. WHY SO SUCCESSFUL
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GLOBAL COMPETITION
Local Strong
Market(Local business demand,
Strong Economy)
There are 5 major elements which determine whether an
Airport has the potential to become a successful HUB….
Strong Airline(Itinerary, destiny, big fleet,
reliable)
Good Airport
Infraestructure (Steril Conextion, Jetways)
Regulations
Practices(Visa Policies)
Favorable
Location(Geografy, climate, height)
Succesful
Airport
HUB
SH&E
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There are some airports in the region who are strongly positioning to
become successful HUBs, however, there are missing points…
mostly out of control
GLOBAL COMPETITION
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3. STATISTICS
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2008 2009 2010*Var.%
09/10
PASSENGERS AIRLINES 63,529 70,454 79,613 11
CARGO AIRLINES 7,873 7,654 7,807 -
GENERAL AVIATION 2,219 2,222 2,244 -
TOTAL 73,621 80,330 89,664 9
AIRLINES OPERATION MOVEMENTS, 2008-2010
* Proyecciones
STATISTICS
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TOTAL PASSENGERS 2004 - 2009
Passengers Movements Registered
during ’05-’09
Año Pasajeros Var. %
2005 2,756,948 -
2006 3,215,423 14%
2007 3,805,312 15%
2008 4,549,170 16%
2009 4,748,621 4%
2010 5.273,900 10%
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000 2008 20092006 20072005
-5
0
5
10
15
20
25
30
Ene Feb Mar Abr May Jun Jul Ago Sep Oct Nov Dic
En el 2009 se confrotaron grandes desafíos: La crisis económica mundial, SARS (H1N1) y
una competencia agresiva
Po
rcen
taje
Crecimiento de Pasajeros 2009 Vs. 2008
Pandemic Influenza Effect
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Year Embark Disembark Transit -Direct Total
2006 1.036.508 1.040.387 1.138.528 3.215.423
2007 1.171.250 1.175.635 1.363.740 3.710.625
2008 1.311.800 1.316.715 1.540.555 4.169.070
2009 1.469.220 1.474.720 1.725.420 4.669.360
2010 1.645.530 1.651.685 1.915.955 5.213.170
2015 2.650.140 2.660.050 2.979.260 8.289.450
2020 3.350.320 3.556.650 3.912.310 10.851.280
2025 4.750.800 4.755.440 5.230.980 14.303.220
PASSENGERS FORECAST
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4. STRATEGIC DIRECTION
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Society Perspective
Customers, Passengers, Airlines Perspective
Infraestructure & Processes Perspective
Financial Perspective
Personnel Perspective
Quality Axis
Improvement & Infraestructure processes
Improve resource mgmt resoruces
Improve security in baggage and people
inspection
Improve quality of services and
Infraestructure
Improvements in the prevention of
occupational hazards
Increase gross revenues from all
operations
Seize Forecast Demand
Improve environmental protection quality
Improve security in all operations
Empower human resources and infraestructure
Improve quality image perceived by society
Guarantee continuity of al operation
processes
STRATEGIC MAPPING (BALANCED SCORECARD)
PLANES ESTRATÉGICOS
Improve Profitability
Securiy Axis
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STRATEGIC DIRECTION – OJECTIVES
PLANES ESTRATÉGICOS
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• Keep Passenger HUB leadership in the region.
• Become Air Cargo HUB for the region by 2015.
• New Land and Airfiel development (East & West).
• Guarantee continous improvemnt of infraestructure, high-tech equipment and
human resources.
In summary: Our Key Performance Anchors
SECURITY : “Security an implicit objective in everything we do/plan”
TECHNOLOGY: “TIC to drive changes”
QUALITY : “ Quality to prop out actions”
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Why the Need for a new Strategic Vision Concept
Lands property of Panama University (300-Hectares)
– Layout and uses will impact future terminal options
– Impacts existing Master Plan
– “Southward” development progression influences airfield infrastructure
– Implementation can generate revenues for future investments
Future vehicular tunnel to existing cargo area will require future
terminal development and approximately 2,000 hectares of
private developments to the southeast side
Both projects need to planned for long term compatibility and
passenger terminal expansion
Near-term Decisions will Impact Future Options
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6. MASTER PLAN FOR APRON & PASSENGER TERMINAL
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EXISTING MASTER PLAN – PHASE I - 32 Operations/hr
2004 - 2007
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EXISTING MASTER PLAN – PHASE II – 44 Operations/hr
2009 - 2011
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NORTH CONCOURSE
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New Building for TIA Administration & Government Entities
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EXISTING MASTER PLAN – PHASE III – 49 Operations/hr.
2011 - 2012
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EXISTING MASTER PLAN – PHASE IV – 63 Operations/hr.
2015 - 2020
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EXISTING MASTER PLAN – PHASE V – 73 Operations/hr.
2025 - 2030
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7. MASTER PLAN FOR AIRPORT CITY
CONCEPT
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VISION
PLANES ESTRATÉGICOS
“To become a “Aerópolis – Aiport City Model”, highly
profitable and effective, valued by its customers and public
opinion, recognized by the security, trust and efficiency of its
operations which in turns guarantee overall leadership as a
Passenger and Air Cargo HUB, competing in a dynamic and
globalized market”.
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AIRPORT CITY CONCEPT
PLANES ESTRATÉGICOS
Airport passenger
Terminal & Air
cargo hub
International
Business
Tourism
Leisure
Logistics
Distribution center
Free trade zone
Custom free zone
High-tech
Infrastructures
Seaport
Sea-and-Air
Multimodal
Airport City Model as Hub
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UNIVERSITY LAND
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AIRPORT CITY CONCEPT
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AIRPORT CITY CONCEPT
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AIRPORT CITY CONCEPT
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AIRPORT CITY & PRIVATE DEVELOPMENTS
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8. MASTER PLAN CARGO AREA
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AIRPORT CITY & PRIVATE DEVELOPMENTS
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VEHICULAR TUNNEL TO CARGO TERMINAL &
FUTURE DEVELOPMENTS AREAS
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VEHICULAR TUNNEL TO CARGO TERMINAL &
FUTURE DEVELOPMENTS AREAS