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VINCI AIRPORTS OPERATES AS A CONCESSION COMPANY. HOW DOES THAT BENEFIT A CONTRACTING AUTHORITY? Our one-of-a-kind integrated airport concession model sets us apart in the market. Few competitors are able, as we are, to invest in an airport as well as design, build and run it. There are investment funds that do not provide operation and operators that do not build or invest. In contrast, we are able to invest because we have the strong backing of the VINCI Group. Our expertise as an operator also gives us a decisive advantage in designing the new airport and ensuring program management, as we are doing at the new Grand Ouest airport in Nantes. Our approach is different. It is gaining widespread recognition, even beyond the countries where we operate. For example, Tajikistan asked us to work with VINCI Construction Grands Projets to build and commission a new 1.5 million passenger terminal at the Dushanbe airport, which we handed over in 2014. Our operational expertise is also internationally recognized. It was the decisive factor in our acquisition of ANA in Portugal. And in operating issues, we were asked in 2012 to provide support for commissioning a new airport in Georgia, a first for us. Our teams recruited and trained 100 Georgians to take on airport jobs in 60 days. WHAT IS YOUR VISION OF AIRPORT OPERATION? An airport must comply very strictly with the security and safety rules. Beyond that its first imperative is to meet the expectations of passengers. They must be given the best possible customer experience, with the airport serving as a vibrant hub offering them all the services they need. To create value for a region, enhance its attractiveness and accelerate its economic development, an airport must also be able to expand by adding new routes. This is behind our promise
WE DEVELOP AIRPORTS THAT CONTRIBUTE TO THE SUSTAINABLE DEVELOPMENT OF REGIONS, ENHANCE THEIR ECONOMIC ATTRACTIVENESS AND INTERNATIONAL PROFILE, AND FOSTER MOBILITY FOR CLIENTS, USERS AND CITIZENS. THIS IS WHAT IT MEANS TO “OPEN YOUR WORLD.”
to “open your world.” Our ability to attract airlines to our airports is one of our strengths. We have developed specialized marketing capabilities for this purpose that we make available to the region. But an airport that performs well must also create economic value. That means developing non-aeronautical business activities (retail and services) within our facilities. To do this we forge partnerships with international brands and with local businesses. And last, but certainly not least, good airport operation requires good human resource management. VINCI Airports pays careful attention to labor relations and to managing the skills of the teams on the ground that are responsible for operating the airport day to day. That is why we set up the VINCI Airports Academy in 2013. WHAT WERE THE SALIENT EVENTS AT VINCI AIRPORTS IN 2013? The recent period has been very important in terms of our expansion. Thanks to the acquisition of ANA, which manages the 10 main airports in Portugal including the international hub in Lisbon that handles 16 million passengers a year, we have moved to a new level. We served 43 million passengers in 2013 and thereby became a leading international airport concession company that is able to bid on most of the international
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