Curaçao Airport Holding N.V.
Operational Plan
2010
Curaçao Airport Holding N.V.
October 2009
Margaret Abraham Plaza z/n
Curaçao
Nederland's Antilles FINAL version
1
Content Operational Plan 2010
Curaçao Airport Holding
Oct 2010
1. Introduction
2. Strategic framework CAH
3. Evaluation execution of Operating Plan 2009
4. Strategic focus areas 2010
5. Targets FY 2010
6. Targets allocation
7. Consolidated budget for 2010
8. Conclusions
2
1. Introduction Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this Operating Plan of Curaçao Airport Holding (CAH) the strategic focuses for 2010 are outlined.
This
plan has been prepared by the Management of CAH. CAH annually defines its corporate focus areas
and
objectives in order to realize its mission and goals as outlined in the approved ‘Strategic Master Plan
and Business Plan 2008 – 2012’. Strategies, targets and indicators are directly related to the Core
Processes and are an integrated part of CAH's performance management.
The following topics will be addressed in this plan:
Strategic framework CAH
Strategic focus areas 2010
Targets FY 2010
Targets allocation
Finance
Conclusions
The execution of this plan will be impacted by internal (e.g. to further professionalize the CAH
organization) as well as external factors (e.g. the vision of the new strategic partner).
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2. Strategic framework CAH Operational Plan 2010
Curaçao Airport Holding
Oct 2010
The strategic framework describes the vision, mission, core processes and objectives of CAH. The
strategic framework is the basis from which the strategic focuses and targets for 2010 are derived.
The objectives are derived from the ‘Logistic Hub Master Plan’ of Curaçao , and directly related to the
role of the Airport. These objectives are approved by the Island Council. The strategies are in line
with the defined objectives. These are derived from the ‘Logistic Hub Master Plan’ and the CAH
Business Plan.
The Corporate Message is – in addition to the approved vision and mission – a strong believe,
developed by the determination and commitment of the holding to realize its vision, that enhances
CAH’s real being. It’s this message that includes as well its target as its vision, it explains what CAH is
doing and why;
“Curacao Airport Holding sees Curacao International Airport as a ‘Hub’, connecting the
Americas, transforming from an airstrip into an Airport City; a dynamic environment
attracting aviation and non-aviation linked businesses of all types, stimulating and
facilitating increasing of passengers and cargo traffic and creating a powerful engine for
the necessary economic development of our Island.”
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2. Strategic framework CAH (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Vision
By 2016, Curaçao International Airport is the most efficient, provides the highest quality of service worldwide and is first in the number of passengers and cargo volume (in the
Caribbean) and be recognized globally as one of the top international airport Hubs for trusted, value-generating airport services
Mission
To manage HIA and Hasco in order to develop and maintain the Curaçao Airport Complex into the number one
Logistic Aviation Center in the Caribbean
Core Processes
Airport Operations Airport City Development Asset Management Economic Development
Outsourcing, supervision, stimulation Outsourcing, supervision, stimulation, Creating a strong and recognized Re-structuring the aviation industry and
and facilitation of the daily operations facilitation of - and partnering in organization that supervises the strategic attracting new international
the development of the Hasco territory partners and ensures return on investments ‘transfer and transshipment’ business
Objectives
Airport Complex High Quality
Partnership Alignment Airport City Development Airlift Development
Infrastructure of Services
Airport Airport Asset Economic
Operations City Management Development
Professionalize Organization
Stimulate Development
Improve Operations
Attract Business
Targets & Activities
Targets & Activities
Targets & Activities
Derived Strategies
Derived Strategies
Derived Strategies
Targets & Activities
Derived Strategies
Indicators
Indicators
Indicators
Indicators
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3. Evaluation execution Operating Plan 2009 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
The year 2009 can be characterized as the year where A-port was inaugurated as the new Strategic
Partner for the Development Operations and Management of the Curacao International Airport, as a
result of the takeover approval of the Alterra shares in January 2009.
CAH has welcomed A-port and worked closely with its new strategic partner to activate the details of
the Clarification Agreement, with the focus to bring the airport operation on ‘cruise control’ level. The
actions taken by CAH as set out in the Operational plan 2009 have given CAH sufficient ‘steering-
tools’ to pressure the improvement of the efficiency and effectiveness of the airport operations and
service level to the customers, in the many committees and workgroups that CAH now participates in
as part of the Agreement with A-port.
Besides its own effort to initiate the development of the excluded territories such as the Hato Office
Park and the Spaceport development opportunity, CAH has worked hard on the implementation of the
Heads of Agreement, focusing on the execution of the Project Organization, responsible for the Master
planning and Marketing of the Airport City concept.
The CAH organization has grown and matured by further strengthening the competences of the
workforce and optimizing the financial administration, management information structure and the start
up of a professional Strategic Communication action plan.
CAH has contributed significantly in joined efforts to attract airlift, renewal of the aviation policy and
structure and alignment of the Logistical Hub vision. The long haul Low Cost Carrier model to connect
North and South America through Curacao, which CAH has created in cooperation with IATA, has
encountered local resistance. However in continuous negotiating with GOL and other LCC, new
opportunities are being investigated on how to become the Hub of choice in the Caribbean -
“Connecting the Americas”- in time for the World-Cup and Olympics in Brazil in the years 2014 and 6
3. Evaluation execution Operating Plan 2009 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Looking back at the Operational plan for 2009 the following can be concluded;
Airport operations;
Almost all targets have been addressed satisfactory, except the realization of an upgraded Master plan
by CAP and the initiation of a Maintenance Program. These have been negotiated as a part of the
Clarification Agreement, which will be addresses next year under the responsibility of A-port.
Conducting DOMA and non-DOMA related assessments has become a regular way of doing business.
Airport City development;
The negotiations for the Definitive Agreement for the establishment of the Project Organization will be
realized before the end of 2009. CAH has started the creation of an Action Plan for the proper
Property Management of the related area, which (partly) have to be adopted by the Project
Organization next year. The kick-off for creating a conceptual outline for the Master planning and
marketing of the Airport City has been initiated with Arthesia / Nuesch, enabling the realization of the
Master Plan for Area B&C next year. CAH is negotiating some project opportunities with potential
developers/investors for the development of the HATO Office Park and started the marketing of the
excluded territories in order to trigger commercial development.
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3. Evaluation execution Operating Plan 2009 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Looking back at the Operational plan for 2009 the following can be concluded;
Asset management;
The professionalization of the CAH organization and workforce has been executed satisfactory. Due to
the workload the monthly department reporting procedure has been delayed but will be addresses
next year to improve the internal communication and reporting. Digitalizing and automating of the
information infrastructure will remain a continuous focus area. PR & Communication has become a
major focus area in 2009 and a comprehensive Communication Action Plan for the positioning of CAH
and its projects has been worked on to ensure optimal implementation in the years to come.
Economic Development;
CAH, as part of the advice group, has completed her advice report towards the Island Territory
related to the proposition for an aviation policy and structure. The study for the regulatory framework
has been taken over by Deloite & Touche. CAH has been actively participating in the Airlift
Development Committee which jointly resulted in negotiation with several air carriers. Continuous
negotiation with LCC and cargo carriers have taken place to position Curacao as the Hub of choicein
the Caribbean. Results are expected in the years to come.
Participation in Logistic related workgroups has become a standard activity as CAH thrives to develop
areas overgrowing the direct airport related interests.
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4. Strategic focus areas 2010 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the strategic focus areas for 2010 are defined. These focus areas are in line with the
strategies as set out in the approved CAH Strategic Master Plan and Business Plan 2008 – 2012.
Main Focuses for 2010 and the years to follow;
Operational Excellence
Operational excellence is one of the main focuses of CAH. By means of the Clarification Agreement
and continuous partnership building with A-port, CAH believes to have created the right environment
to optimize the airport performance and service level to customers.
Airport City Development
With the execution of the Project Organization a joined effort will take place to initiate a professional
Master planning and Marketing process for the realization of the Airport City.
Hub Development
CAH believes that Curacao International Airport should facilitate the growth in Tourism, but should
focus on exceeding this growth by creating connectivity and air-routes between the America’s. CAH’s
focus must be on creating transit – and transfer connections for pax- and cargo and ensuring the right
facilities and infrastructure to become the Hub of choice in the Caribbean - “Connection the
Americas” - in time for the 2014 and 2016 World-Cup and Olympic Games in Brazil.
Corporate Social Responsibility
Between al this ambitions and commercial targeting, CAH recognizes its position as a government
agency and its responsibly towards the Island of Curacao and its people. CAH will put all efforts to
prove itself to be a good corporate citizen.
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4. Strategic focus areas 2010 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes Strategies 2008 - 2012 Strategic focus areas 2010
Airport Operations: Align Master Plan and Business Plan of Align Master Plan and Business Plan of CAP
CAP with CAH Vision and international
standards, by mutual agreement
Stimulate and pressure airport Conduct DOMA related and non DOMA
performance and airport operations related activities in order to stimulate,
effectiveness and efficiency pressure and ensure optimal operations
performance
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4. Strategic focus areas 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes Strategies 2008 - 2012 Strategic focus areas 2010
Airport City development: Align development and opportunities Implementation of organizational structure
with Logistic Hub vision and long term and Work Plan for the Project Organization
Airport and Island interests with and Hasco
strategic partner
Upgrade Business/Master Plan Airport City
Development for Area B&C
Determine Marketing and Sales Strategy for
Airport City Development
Target and attract businesses to Attract developer/investors and monitor
facilitate integrated hub services, development(s) for area B&C
spin-off business and green space
development
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4. Strategic focus areas 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes Strategies 2008 - 2012 Strategic focus areas 2010
Asset Management: Optimize professionalism of CAH Optimize the management information
organization infrastructure (achieve, reporting and
documentation)
Further embed Corporate Governance
within the organization
Ensure compliance of all contractual
obligation of CAH and subsidiaries
Further improve Financial Administration
Improve marketing position of the Implement and optimize PR &
airport complex as an investment Communication strategy
opportunity
12
4. Strategic focus areas 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes Strategies 2008 - 2012 Strategic focus areas 2010
Economic Development: Implementation of Regulatory Board Assist in study and implementation of
Regulatory Board
Develop air routes from South America Perform studies for Development of HUB
to North America Europe to South and economic impact
America through Curaçao
Attract new carriers and/or routes for O&D
services in cooperation with Air-route
Development Committee
Attract new carriers for Transshipment and
Cargo activities
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5. Targets 2010 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the targets for 2010 are defined. These targets are in line with the defined strategic
focus areas 2010 as outlined the previous chapter. These are also clustered per core process.
For each target, the respective objective, critical success factors, performance indicators, norms, core
activities, time frame, expected results and deliverables are defined.
These targets will be allocated to the responsible professionals and incorporated in their performance
contracts
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5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport operations (continued)
1. Align Master Plan and Business Plan of CAP
Objective CSF PI Norms Core activity
Alignment of CAP Master / Installation of Minutes of Included but not Conduct regular
Business Plan to the vision of Committee for Meetings limited to: meetings with
Curaçao Airport Holding preparation of Draft Master / DOMA Committee
Master / Business Plan Approval of Master/
Business Plan Clarification
Agreement Business plan
International Continuously working
Best Practices on implementation
according to the plan
CAH Master & and common vision
Strategic Plan
Time frame Expected results Deliverables General observations:
Q2 Aligned and Aligned and
approved approved The upgrading of the Master Plan and
Master Plan/ Master Plan/ Business Plan of CAP has been executed
Business Plan Business Plan by CAP in 2009 (according to the DOMA)
of CAP of CAP and is expected to be presented in 2010.
Partnership
approach in
implementation - CAH can only influence the direction of
the Business / Master Plan according to
the Clarification agreement and by
negotiation and promoting the LG vision,
and the long term airport- and Island
interests. 15
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport operations (continued)
2. Conduct DOMA related and non DOMA related activities
Objective CSF PI Norms Core activity
To ensure airport CAP commitment ASQ survey DOMA Monitor and
performance and Customer Clarification participate in
Service level to Service Agreement execution of
customers Management assessments 1 t/m 5
ASQ survey
survey Agree on – and
Customer Service monitor corrective en
Monthly Facility Management
& Security preventive actions
survey with stakeholders
Meetings
Schedule 5.8 Assist and participate
Q-ly Operational
Management PFC Agreement in development of
Meetings Quality Measurement
System (QMS) and
Half-year Maintenance Program
schedule 5.8 (MP)
reports
Time frame Expected results Deliverables General observations:
Q1 – Q4 Agreed upon QMS Agreed upon The following agreements and reports are used as
steering tools; 1. Clarification Agreement
and MP QMS
2. ASQ reports
Improved service Agreed upon MP 3. Cust. Service Survey (CSM)
level of the airport Assessments 4. Schedule 5.8
Increased control reports 1 t/m 5 5. PFC Agreement
over CAP Agreed upon The following assessments are to be in place:
Increased corrective 6. QMS
performance of CAP actions 7. Maintenance Program 16
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport city development
3. Implementation of organizational structure and work plan for
Objective CSF PI Norms Core activity
Project Organization and Hasco
To set up an Execution of Implemented National laws Implementation of P.O.
effective Project Project Heads of structure.
organization with Organization Organization Agreement Determine Feasibility
clear roles and according to the Approved study Criteria
responsibilities Heads of Shareholder
and marketing Agreement Set up and execute Work
for the Agreement program
development of Plan for P.O. ;
area B&C Approved Property Participate in study and
(Airport city) with Mgt Plan Area marketing program
A-port B&C
Set up and execute
Property Management
Action Plan;
Controlling & Operations
of Area B&C
Time frame Expected results Deliverables General observations:
Q1 – Q2 Insight & control Feasibility Criteria
over the area Action Plan for A-port and HASCO agreed to participate in ‘Project
B&C. Organization’ (PO) on a 49/51% basis as agreed upon in the
controlling & Heads of Agreement.
Clear Roles & operations of Area
Responsibilities B&C
between Hasco, Study & marketing
CAH and A-port program
Organized Project
Organization
17
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport city development (continued)
4. Upgrade Master Plan and Business Plan Airport City
Objective CSF PI Norms Core activity
Development for Area B&C
To create a common Agreed upon Study reports Heads of Promote Airport Hub vision
vision and Feasibility Business/Mas Agreement & long term Airport /
implementation plan Criteria ter Plan area Project Island interests
for the realization of Established B&C Description Assist in establishing
the Airport City as part Project (may 09) Business/Master Plan for
of the Logistic Hub Organization Area B&C
Conceptual
To Upgrade and align design by Assist in preliminary
the Business / Master Arthesia (Dec marketing
plan for Area B&C ’09)
Feasibility
Criteria
Time frame Expected results Deliverables General observations:
Q1- Q2 Approved Feasibility The study will be carried out by PO. CAH
upgraded and Criteria contributes through participation of HASCO in PO;
aligned Business / Business/Mast - PO is responsible for executing the studies
Master plan for
Area B&C
er Plan area - The results of the study will be set out against
B&C the feasibility criteria as set up by PO
Increased insight - PO is responsible for the Master and Bussines
in development
opportunities Plan for area B&C
18
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport city development (continued)
5. Determine Marketing and Sales Strategy for Airport City
Objective CSF PI Norms Core activity
Development
Create an effective Established Shared and CAH Business / Negotiate and
Marketing Strategy to Project discussed CAH Master Plan promote CAH vision
successfully execute Organization Business / 2008 -2012 Assist and participate
the Master/ Business Approved Master Plan Approved in preparing a
Plan Master / 2008 -2012 Business and Marketing Plan
Business Plan Shared Master Plan Participate in
preliminary area B&C preliminary marketing
marketing activities (see Focus
activities Area 4 & 6)
Time frame Expected results Deliverables General observation:
Q3 - Q4 Aligned Marketing A Marketing Plan The PO will in phase 2 (starting Q3) start with
& Sales strategy for Area B&C the Marketing of the Plan.
Increased insight List of potentially - Project Organization will preliminary search
in market interested for interested investors / developers
opportunities and investors/develop -As partner in Project Organization, CAH can
potential ers by PO influence the Marketing strategy based on
investors/develop CAH vision and the long term Airport / Island
ers and partners interest
19
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport city development (continued)
6. To attract developer/investors and monitor
Objective CSF PI Norms Core activity
development(s) for areas B & C
To initiate the Finding the right List of Leads >Nafl. 100k Execute project &
commercially partners p/y revenue Opportunities on ‘excluded
List of Prospects territory’.
development of the And/or
excluded List of Projects To select developer/investors
territories & Opportunities >Nafl 5 mio for excluded territories
on excluded investments To conduct negotiations
territories
To formalize contractual
Signed contract agreement
with investor/
developer
Time frame Expected results Deliverables General observations:
Q1 - Q4 Control over Formalized and - Proposals received from third-party
existing Projects & signed investors/developers on Area B&C (not on excluded
territory) during phase 1 & 2 shall be analyzed by the
Opportunities on contractual partners in the Project Organization.
‘excluded territory’. agreement
Increased ‘speed’ of
Airport City
development
Improved
negotiation position
Increase of revenue
20
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
7. To optimize the management information
Objective CSF PI Norms Core activity
To improve the Employee Monthly reports 12 monthly Determine and implement
infrastructure
information flow discipline Recovery of data Departments monthly report
of CAH Effective ICT reports procedures
network Produce monthly
100% archiving department reports
of data Standardize digital
archive method
To complete digital
archive structure
Time frame Expected results Deliverables General observations:
Q1 - Q2 Effective and Monthly report per
efficient decision Department
making Up to date digital
Recovery of data archive system
21
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
8. To further embed Corporate Governance within the
Objective CSF PI Norms Core activity
organization
To comply with Corporate Shareholders Code Good Customize CAH organization to
contemporary discipline meetings Gorporate Code from Government
Corporate Supervisory minutes Governance Verify and adjust Articles of
Governance Board Updated General GCG Association
principles commitment Articles of best practices Implement GCG Regulation for
Association Article of CAH Management
Association Suggest GCG Regulations for
GCG Supervisory Board
Regulation for Organize and attend
CAH Shareholders meetings for
management CAH, HIA end Hasco
Time frame Expected results Deliverables General observations:
Q1- Q4 Improved Good Corporate
checks and governance - CAH will comply as much as possible Corporate
balances compliance Governance rules and regulation of Island
More Guide Lines for Territory Curaçao
Management
transparency
Updated Articles
More of Association
accountability
3 Conducted and
More integrity attended
Shareholders
meetings
22
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
9. Ensure compliance of all legal and contractual obligation of
Objective CSF PI Norms Core activity
CAH and subsidiaries
Compliance with all legal and Written 100% of (inter)national Continuously update
contractual obligation of CAH documentation checklist laws legal & contractual
and subsidiaries and agreements All CAH obligation checklist
Knowledge of contract for CAH, HIA and
all legal Hasco
Article of
obligations Association Ensure compliance
with checklist
Time frame Expected results Deliverables General observations:
Q1 – Q4; Compliance Updated ---
with all checklist
obligations with legal &
Good contract contractual
management of obligations
CAH and for CAH,
subsidiaries HIA and
Hasco
23
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
10. Further improvement financial administration
Objective CSF PI Norms Core activity
To improve the Fully functional Financial reporting 100% To implement collective
financial Exact software in Exact implemented health insurance
accountability Health insurance collective To improve company
(transparent, up agreement health payment procedures
to date and insurance
correct) Other employee To study possibility of
benefits crystal reporting in Exact
To investigate other
employee benefits
Time frame Expected results Deliverables General observations:
Q1 – Q4 Improved Proposal for Exact ---
financial reporting
administration, Improved Payment
management procedures
and reporting
Health insurance
agreement
Proposal for
potential employee
benefits
24
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
11. Implement and optimize PR & Communication strategy
Objective CSF PI Norms Core activity
To improve internal and Professional Corporate Social Determined Execution of PR &
external communication assistance Responsibility Corporate Communication Action
To improve the image Determined Awareness plan Identity Plan
of the Curacao Airport and approved Exposure of Hub PR & Set up and execute
Holding PR & and Airport City Communication CSR action plan
Communication Development Plan Action Plan Communicate Hub
Action Plan Development and AC
plan with local
government agencies
and stakeholders
Time frame Expected results Deliverables General observations:
Q1 – Q4 Improved PR & Corporate Social -Corporate Social Responsibility (CSR)
Communication Responsibility positions CAH as a good corporate citizen.
to promote: Awareness plan
- Corporate Locally
Social communicated Hub
Responsibility and Airport City
- Awareness and Development Plan
support for
Hub and Airport
City
Development
25
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development (continued)
12. Assist in study and implementation of Regulatory Board
Objective CSF PI Norms Core activity
To comply with the DOMA by Stakeholder Completed General Assist in study by
existence of a Regulatory commitment study by Regulatory Deloitte & Touche
Board CAP D&T framework Assist in
commitment Government ICAO norm implementation once
for cost approval of DOMA approved by Island
allocation D&T study territory
structure Keep pushing the
process
Time frame Expected Deliverables General observations:
results The general Regulatory Board will be
Q1 – Q3 Regulatory Realized installed by the Island territory.
Board in Regulatory
compliance Board by the
with the DOMA government
26
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development
13. Perform studies for Development of HUB and economic
Objective CSF PI Norms Core activity
impact
To build up a business case Alignment in Passenger TOR (2009) Execute study by third
to attract airlines and create participation of and Economic parties
IATA reports
support amongst all Impact study Inform stakeholders and
stakeholders stakeholders reports government
Integrated Obtain consensus by
comments of stakeholders and
stakeholders government
in Business Present business case
Case to carriers (See 15)
Time frame Expected Deliverables General observations:
results
Q1 – Q2 Support from Hub Pax
stakeholders study
and Economic
government Impact study
A professional Airline
business case Business
to present to Case
carriers
27
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development (continued)
14. Attract new carriers and/or routes for O&D Services
Objective CSF PI Norms Core activity
Increase airlift connections Joint vision, Potential new Minimum 2 new Participate in Air
for O&D services commitment carriers carriers and/or Route Development
and efforts by and/or routes routes per year Committee
and with ARDC Attend related
partners conferences
Identify potential
carriers/investors
Facilitate
implementation of
connections e.g
guarantees, AOC, bi-
lateral agreements etc.
Time frame Expected Deliverables General observations:
results
Q1 – Q4 Increase of New Carrier O&D airlift development takes place in
airlift And/or cooperation with Air Route Development
Continuous New Routes Committee (CHATA, CTB, CAP & CAH),
contribution to mainly in order to facilitate the growth in
Tourism Tourism
development
28
5. Targets 2010 (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development (continued)
15. Attract new carriers for Transshipment and Cargo activities
Objective CSF PI Norms Core activity
Increase airlift connections Business Case Identified Business Case Joint studies R&D
for transshipment through (see 13) interested (see 13) Attend related
airport Sufficient carrier/ Minimum 1 new conferences
resources to investor carrier and/or Present business case
attract route (see 13) to potential
potential carriers/investors
carriers Negotiate deal with
Availability of potential
carriers/investors
relevant
incentives Facilitate
implementation of
connections e.g AOC,
bi-lateral agreements
etc.
Time frame Expected Deliverables General observations:
results
Q1 – Q4 Increase of Cargo study Transshipment development takes place
airlift New Carriers by CAH and CAP (R&D Group) in the view
Contribution to and/or Route of the Logistical Hub vision to position
Economic for Curacao airport as the main Logistical Hub
development transshipmen in the Caribbean.
t
29
6. Targets allocation Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the targets have been allocated to the responsible professionals. In some cases targets
have been allocated to more than one person because of the nature and the scope of the core
activities to be performed as part of the respective target.
Nr Allocation focus areas Time Managing Advisor Advisor Financial Legal
frame Director Development Operations Advisor Advisor
1. Align Master Plan and Business Plan of CAP Q2 X X
2. Conduct DOMA related and non DOMA related activities Q1- X
in order to stimulate, pressure and ensure optimal Q2
operations performance
3. Implementation of organizational structure and work Q2 X X O O
plan for Project Organization and Hasco
4. Upgrade Master Plan and Business Plan Airport City Q2 X X O
Development for Area B&C
5. Determine Marketing and Sales Strategy for Airport City Q4 X X
Development
6. Attract developer/investors for area B&C Q1- X
Q4
X = primair responsible. O = important supportive role
30
6. Targets allocation (continued) Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Nr Allocation focus areas Time Managing Advisor Advisor Financial Legal
frame Director Development Operations Advisor Advisor
7. Optimize the management information infrastructure Q2 O O X O
(achieve, reporting and documentation)
8. Further embed Corporate Governance within the Q4 X O X
organization
9. Ensure compliance of all legal and contractual Q1- X
obligation of CAH and subsidiaries Q4
10. Further improve Financial Administration Q1- X
Q4
11. Implement and optimize PR & Communication strategy Q4 X X X
12. Assist in study and implementation of Regulatory Q3 X X
Board
13 Perform studies for Development of HUB and Q2 X X O X
economic impact
14. Attract new carriers for O&D services in cooperation Q1- X
with Air-route Development Committee Q4
15. Attract new carriers for Transshipment and Cargo Q1- X X
activities Q4
X = primair responsible. O = important supportive role
31
7. Consolidated budget for 2010 Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In the following table the consolidated budget for 2010 is outlined. The detailed description of the
‘projected budget planning’ can be found in the Financial Budget Report 2010 as presented to the
Supervisory Board of CAH.
CONSOLIDATED INCOME STATEMENT
MEERJARENBEGROTING begroting 2010
Nafl.
INCOME 8,144,903
EXPENSES
Personnel expenses 1,563,649
Utilities / housing expenses 169,600
Professional fees 1,880,000
Other operating expenses 93,300
TOTAL EXPENSES 3,706,549
Depreciation 1,572,488
TOTAL EXPENSES AND DEPRECIATION 5,279,037
OPERATIONAL RESULT 2,865,866
Financial income/ expenses 514,000
RESULT 3,379,866
RESULT excl BIJZONDERE BATEN en LASTEN
32
8. Conclusions Operational Plan 2010
Curaçao Airport Holding
Oct 2010
This plan illustrates the strategies approved in the Business Plan 2008 – 2012 that will be implemented
in 2010 and which directly contributes to the realization of the mission and goals as outlined in the
approved ‘Strategic Master Plan and Business Plan 2008 – 2012’.
The implementation of our new Strategic Partner A-port has set the tone for the years to come and
CAH believes to have found a real partner for the long term Development Operations and Management
of Curacao International Airport.
The Year 2010 will be very important year for CAH! In this year the Operations of the airport should
be upgraded to an acceptable level of service and possible adaptation of the terminal could be initiated
already. Air-lift is considered to be one of the threats for further developing Tourism and the airport
has to ensure its facility will be in place once the efforts to increase the airlift will be successful. If
Curacao International Airport chooses to become the Hub of Choice in the Caribbean – “Connecting the
Americas” – for the 2014 and 2016 Games in Brazil, its has to take the necessary steps and actions to
be ready in time!
Further more, 2010 will be the year in which CAH will have to align, approve and present the Master-
and Business Plan for the development of the Airport City. Stakeholder participation and commitment
is of the essence and alignment with other major developments on the Island will be a key to success.
The Management Team of CAH is fully committed to this plan. This plan will be monitored,
periodically evaluated and adjusted if so required to ensure proper execution. The results will be
presented to and discussed with the Supervisory Board.
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The discipline of getting things done!
Curaçao Airport Holding
Operational Plan 2010
October, 2009
Final version
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