Annual report 2011
Aéroport International de Genève P.O. Box 100 | CH-1215 Geneva 15 | Tel. +41 22 717 71 11 | Fax +41 22 798 43 77 www.gva.ch | info@gva.ch
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Contents
Table of contents Foreword, Organisation Finance
2 4
Services
10
Passengers
20
Traffic Retail
Operations Works Safety
Environment
External promotion Human resources Key figures
14 23 26 30 34 37 41 45 48
1
Foreword
Quality, efficiency and punctuality
2011 was the year of superlatives. For the first time Genève Aéroport’s annual passenger numbers exceeded 13 million. The airport also generated record turnover and net profit, verging on 345 million and 65 million francs respectively. Beyond the numbers, as pleasing as they are, Genève Aéroport focuses primarily on the qualitative aspects of airport operation and development. This is because traffic growth is not an end in itself: the increase in traffic over recent years corresponds to the economic expansion of the region. In fact Genève Aéroport does not aim to do ever more, but to do ever better.
In terms of quality, 2011 was a year without comparison, the airport’s passenger satisfaction indices having never been higher. There was also a marked improvement in punctuality.
Even with 124 direct destinations, Genève Aéroport further strengthened its air services. Geneva has one of the strongest air networks per person – if not the strongest – in Europe, thanks to all the airlines that believe and invest in the region. Genève Aéroport is grateful to these airlines. For the second year running, the airport received the prestigious Airport Efficiency Excellence Award, which is awarded for efficiency, productivity and quality. This recognition goes to all the airport’s staff and partners.
Environment and legal affairs
Marc MOUNIER
Operations Director
Xavier WOHLSCHLAG
Finance and administration
Valérie BOURQUARD
Marketing and communication
Yves-Daniel VIREDAZ
Airport Steering
Jean-Luc PORTIER
Denis MASTROGIACOMO Operations
Information technology
Management team
Massimo GENTILE
2
Organisation
Pierre BERNHEIM Jean-Claude BIRCHLER Elizabeth BÖHLER-GOODSHIP Jean-Michel CINA Jean-Marc DEVAUD Philippe GLATZ Jean-Pierre JACQUEMOUD Eric JEANNERET Jean-Michel KARR André KUDELSKI Laurent MARET Jacqueline MAURER-MAYOR Christian MONTEIL Eric STAUFFER Greg THOMAS John TRACEY Didier TRIBOLET Sully-Paul VUILLE
Finances, Commercial & Development Director Deputy Director General
Director of Infrastructure & Planning
Nicolas GASPOZ
Human resources
Olivier DELETRAZ
Director General
Robert DEILLON
Security
Ruben JIMENEZ
Director General
Vice-Chairs
Pierre GERMAIN
Robert DEILLON
Councillor of State Chairman of the Board
Lorella BERTANI Pierre MIRABAUD
Chairman
External relations
François LONGCHAMP
François LONGCHAMP
Aline YAZGI
In 2012, despite an economic environment that will certainly be more difficult, Genève Aéroport will carry on investing so that citizens, businesses and tourists can continue to rely on a strong partner. And so that the airport remains an essential asset for the region it serves.
Geneva International Airport (Genève Aéroport as now shown by its logo) is an autonomous public organisation which belongs to the State of Geneva. Its Board comprises:
Safety
The positive effects of all this extend far beyond Genève Aéroport itself, and it is actually the whole region that benefits from a strong airport. With a total of around 9,500 employees, the airport is a major centre of employment. The extensive renovation and new development it carries out – without recourse to public funding – increase revenues for subcontractors. Its direct air services to four continents contribute greatly to the prosperity of French-speaking Switzerland and adjoining areas of France. Its official and formal receptions, performed free of charge, help to increase the alreadysignificant influence of international Geneva.
Board of Directors (March 2012)
Jean-Claude BITZ
These good results, coupled with careful management and a reduction in debt, enable Genève Aéroport to face the future with confidence. They also mean the airport can go on improving its facilities to provide the highest levels of passenger comfort and convenience, while of course limiting any adverse impacts on local residents and the environment.
3
4
Finance
Strong financial health
Increased passenger numbers, well-diversified revenues and rigorous cost control enabled Genève AÊroport to record a profit of CHF 64.6 million in 2011. Both aeronautical and commercial income increased. Against this background of strong financial health, the airport can look to the future with confidence and prepare for the major series of investments ahead.
Finance
For airports and air traffic, 2011 was a good year, especially in Switzerland. Genève Aéroport was no exception, its annual passenger numbers passing the 13 million mark for the first time. The airport’s new passenger traffic record logically had a positive impact on its results, particularly given its business model (a low proportion of variable costs and strong profit growth after passing its breakeven point).
However, it would be simplistic to attribute Genève Aéroport’s strong financial performance solely to growth. The airport continually adapts and refines its commercial services – which includes its significant and still-growing retail offer – to increase and diversify revenues. In addition, the airport’s management discipline ensured continued rigorous cost control (operating costs were below initial budget). These various elements combined to give Genève Aéroport a record net profit of CHF 64.6 million. This result was up 32.1% on 2010, and is the best in the airport’s history. Its turnover also hit a new peak of over CHF 345 million.
Beyond these annual figures, Genève Aéroport’s good structural financial health was reaffirmed. Revenues are increasing steadily thanks to a strong and diverse local market, debt remains relatively low and aeronautical fees are moderate. These elements are favourable assets for the stability and ongoing success of its business model.
lion in 2011, a rise of CHF 11.2 million or 9.2% on the year before. The PMR (reduced-mobility passengers) charge, levied on each ticket from Geneva to cover the costs of assistance, also increased income linearly to raise an additional CHF 0.5 million. It is worth noting that the PMR charge was fully offset by assistance costs of the same amount. Landing fee income increased by CHF 3.3 million (+11.2%) to CHF 33.2 million. And lastly, the airport’s considerable and once again expanding freight activity raised associated fee revenues by 2.9%. Despite the strong franc which adversely affected Swiss trade, Genève Aéroport managed to generate non-aeronautical revenues of CHF 170.5 million in
2011, a rise of CHF 7.5 million (+4.6%). All elements in this category are in the black, thanks particularly to retail and the opening of the airport’s arrivals-area duty-free store in June 2011. This enables arriving passengers to make last-minute duty-free purchases and has proved a great success. Parking revenues rose by 3.6% to CHF 37 million. This smaller increase can be explained mainly by the reduced use of car parks in April 2010 due to the volcanic eruption in Iceland.
Revenues from the airport’s centralised facilities grew by 9.2%, increasing in line with the growth in passenger traffic. These revenues come from services such as baggage handling, the core Airport Information Management System and multi-airline Common Use Terminal Equipment.
Revenue growth In line with increased passenger numbers and aircraft movements at Genève Aéroport, aeronautical revenues jumped by 9.1% (+ CHF 14.6 million) to reach CHF 174.3 million. This growth is explained by the automatic and direct correlation with increased traffic, Genève Aéroport having not raised its aeronautical charges. For the ninth consecutive year, its Passenger Service Charge (the fee covering airport facilities costs) remained unchanged. Levied on passengers flying from Genève Aéroport, passenger charges totalled more than CHF 133 mil-
5
Breakdown of the 2011 airport’s revenues 9.6% Landing charges
16.0% Other operating revenues
10.7% Car parks
22.7% Commercial revenues
Aeronautical revenues
10.7% Car parks
38.7% Passenger charges 22.7% Commercial revenues
2.2% Other charges 50.5%
9.6% Landing
16.0% Other operating revenues
Aeronautical revenues
2.2% Other charges 50.5%
Non-aeronautical revenues 49.5%
6
Finance
On the expenditure side of the environment fund, an increase of almost CHF 5 million can be explained by continued residential soundproofing in the Swiss-side area around Genève Aéroport. Other expenses included preparing for the forthcoming installation of thermal solar panels on the airport’s frontal piers, and studies for the planned construction of a large noise suppressor.
Cashflow
Changes in costs In 2011 Genève Aéroport’s personnel costs increased by almost 3.8% (totalling + CHF 4.2 million). This rise is explained by growth-related factors such as : obligations to ensure passenger security and secure access controls; and the essential strengthening of resources needed for planned airport facilities development projects. It also includes increases in social insurance and greater provision for the staff pension fund (which has a revised discount rate). Overall operating costs increased by 3.1%. There were uneven changes in the various budgetary categories, with a particular rise in the item ‘water, energy, fuel’ reflecting the increased consumption of water (a result of construction works and higher passenger numbers) and heating oil (market opportunity to build up stock). Similarly, the item ‘fees, provision of services’ was due to increased hold-baggage security control authorisations in the charter terminal, and the higher costs of assisting more reduced-mobility passengers (the latter, however, being offset by equivalent revenues). It is worth highlighting that favourable weather conditions enabled the airport to achieve savings in snow products and snow-clearance subcontracting fees.
In 2011, operating income before depreciation and interest (EBITDA) increased by 13.4% to reach CHF 124.7 million. This strong performance fed through to Genève Aéroport’s operational cashflow (a rise of CHF 13.4 million), enabling it to reduce its bank debt from CHF 195 million to CHF 180 million. Total debt was further reduced with the reimbursement of the Confederation loan balance.
Cashflow from investment
In terms of cashflow from investment in 2011, the total increased to CHF 66.9 million. This was below the budgeted amount for essentially ‘external’ reasons (a delay in construction permits) but was in the upper range of investment carried out over the past 10 years. Among the largest projects are the renewal of parking facilities, work undertaken ahead of the planned East Wing, changes to baggage-sorting facilities and rehabilitation of the road in front of the terminal. In summary, with its diversified revenue structure and cost control, the airport managed to post a higher than expected net profit. This was despite a gloomy economic climate and a strong franc, which adversely affected companies in Switzerland. This strength is a positive sign for the future, when there may see weaker growth and when the air-
Main indicators 2011
2010
2009
2008
48.9
39.6
60.9
5.0
5.0
5.0
Turnover
344.8 322.7 295.1
Profit paid to the state
32.3
Net profit
64.6
Land tax
5.0
24.4
Cashflow from investment 66.9 Passengers
13.1
50.8
All figures are in millions
11.9
19.8
73.5 11.3
2007
301
281.1
30.5
25.8
86.9
66.9
11.5
51.6 2.4
10.9
port gets ready to start a series of major investments. The airport’s significant investment will upgrade ageing facilities and provide it with additional capacity, and all while continuing to ensure balance in terms of charges.
Finance
Economic contribution
The airport’s economic contribution is much greater than the financial results alone. This takes place on several levels. In terms of jobs, the airport provides work for a total of more than 9,500 people. They are employed by around 200 different companies, including Genève Aéroport which had 837 staff (and 83 auxiliaries) at the end of 2011. Almost a town itself, the airport is one of the region’s leading centres of employment. To this number must be added indirect jobs. The airport provides employment for many companies in the region, whether as suppliers of equipment, as service providers or as agents who have won a tender to carry out some of the major works undertaken every year. Genève Aéroport has invested CHF 345 million in such projects over the past five
7
In terms of public finances too, Genève Aéroport plays a significant role. Between 2007 and 2011, through its capacity for consistent profitability, it actually paid the State over CHF 130 million. Added to this are various payments for services provided by the canton (such as certain police tasks) and retrocession (surface rights). Finally, the airport serves as a diplomatic showcase for Switzerland. With the more than 4,000 official receptions it carries out annually (a service it provides free), Genève Aéroport clearly contributes to the country’s influence and reputation.
Key figures (in thousand CHF)
years – and paid for them completely by itself and without recourse to public funding. Taking into account indirect jobs, induced jobs (based on spending by aviation-sector employees) and catalytic jobs (particularly spending by foreign passengers in Switzerland and the benefits of having a well-developed international network), some 44,000 jobs are linked to activity at the airport. This figure comes from the research and consultancy company Infras, which published a study in June 2011.
Genève Aéroport’s economic impact is equally significant in terms of added value. According to the same study, the sum of direct, indirect, induced and catalytic effects amounts to more than 7.2 billion francs, and this only for French-speaking Switzerland. The airport’s 124 direct destinations help to strengthen the economic fabric, and actively support the tourism sector, in French-speaking Switzerland and neighbouring areas of France. One statistic proves particularly well that the airport responds to, and is focused on, the region’s needs: little more than 4% of passengers are in transit (the remaining 96% using Genève Aéroport as a departure or arrival point for their journey).
Net revenues EBITDA
Net profit
Part of the profit retroceded to the State of Geneva Operating cashflow
2011
2010
344’777 322’657 124’737 109’977 64’592
48’894
32’296 24’447 127’829 114’467
Capital expenditures 66’861 50’824
Net debt 179’043 205’269
Ratios Profit margin 36.18% Net margin
Operating cashflow / Cashflow from investment EBITDA / Net debt
34.08%
18.73% 15.15%
191.18% 225.22% 69.67%
53.58%
8
Finance
Financial statements Balance sheet to 31 December
2011 CHF
2010 CHF 5'065'423 45'494'589 5'019'794
Assets Liquid assets Client debts Asset adjustments and various debts Total assets in circulation
5'349'494 47'529'132 9'598'304
62'476'930
55'579'806
Fixed assets Other fixed assets
Total fixed assets
579'121'240 8'942'524
588'063'764
565'222'847 5'934'854
571'157'701
Total assets
650'540'694
626'737'507
37'004'062 11'471'722 60'938'966 23'228'604
132'643'354
34'785'565 10'557'578 11'898'748 2'743'000 14'187'302
74'172'193
123'453'872 6'570'000 124'038'000
254'061'872
198'435'322 3'649'866 109'168'000
311'253'188
30'013'738 162’403’989 48'894'399
Liabilities Suppliers and other creditors Liability adjustments Share in short-term loans and other long-term debts Current provisions Derived financial instruments
Total short-term payable
Loans and other long-term debts Non-current provisions Pension obligations
Total long-term debts and provisions Equity capital Environmental funds Group reserves Group reserves Total equity capital
21'427'842 177’815’420 64'592'206
263'835'468
241'312'126
Total liabilities
650'540'694
626'737'507
Finance
Profit and loss account
INCOME
Airport fees Landing fees Passenger fees Other fees
2011 CHF
2010 CHF
33'191'527 133'394'952 7'713'772
174'300'251
29'842'154 122'181'796 7'713'238
159'737'188
20'857'019 75'663'987 35'681'947 9'552'400 13'302'932 7'861'433
Operational income Rent and land rights Commercial fees Parkings Rental charges passed on Central infrastructure revenue Other operational revenue
21'928'845 78'296'441 36'980'145 10'140'092 14'525'515 8'605'868
170'476'906
162'919'718
Total income
344'777'157
322'656'906
-78'695'085 -34'252'763 -2'485'923
-115'433'771
-76'090'056 -32'871'303 -2'253'186
-111'214'545
-43'452'519 -3'589'087 -45'186'317 -3'768'705 -17'195'495
-113'192'123
-44'538'042 -4'729'944 -43'980'519 -3'682'376 -8'165'007
-105'095'888
8'585'896
124'737'159
3’630’690
109'977'163
-52'963'574 -1'424'290
-53'776'774
-54'387'864
-55'156'045
70'349'295
54'821'118 48'158 -5'974'877
COSTS
Personnel Pay and benefits Social security charges Other personnel costs Operating expenses Energy, maintenance and rental Goods Fees, supply of services and sub-contracting Police expenses for ground safety Other operating expenses Environmental funds levy
Operational profit before amortisation, interest
Amortisation on investments Amortisation on tangible assets Amortisation on rights of use Operational profit
-1'379'271
Income from interest Interest charges
82'190 -5'839'279
-5'757'089
-5'926'719
Group profit
64'592'206
48'894'399
9
10 Services
Year of the Gulf
In 2011 Genève Aéroport’s scheduled air services grew stronger, due to several sizeable qualitative improvements and the addition of new destinations. During the year a total of 124 airports were served by scheduled flights, of which 27 were intercontinental destinations such as Dubai and New York. Genève Aéroport’s two locally based carriers, Easyjet and Swiss International Airlines, further strengthened their presence.
During 2011 Genève Aéroport was connected with 124 direct destinations in 50 countries on four continents. The airport has one of the strongest air service networks in Europe – if not the strongest – per person.
Genève Aéroport’s air network was operated by 54 scheduled airlines. Easyjet, the airport’s largest airline, offered its customers by far the largest range of services, with 52 destinations served, while Swiss and Darwin each offered 13 routes. In the story of air services at Genève Aéroport, 2011 was unquestionably the year of the Persian Gulf. With the arrival of Emirates and Gulf Air, as
well as services strengthening by Etihad and Qatar Airways, Genève Aéroport offered over 30 flights a week to the Arabian peninsula during the summer.
Services 11
Also during summer 2011, Etihad and Qatar Airways (present at Genève Aéroport since 2004 and 2007 respectively) raised their frequencies from five to seven flights a week. For these airlines this quantitative jump represented an improved ‘product’ and gives their customers greater flexibility and the best possible transfer opportunities, their main market being traffic between Europe and Asia.
Easyjet to more than 50 destinations
True to its constant development over recent years, Easyjet Switzerland (a subsidiary of the British group) introduced a range of new services from Genève Aéroport. Easyjet launched flights to three new destinations in 2011: Mykonos and Santiago de Compostela from the summer, and Bilbao from winter 2011/12. In addition, with a view equally to securing the loyalty of its ever growing numbers of business customers, Easyjet increased its frequencies to major European cities such as Berlin, Barcelona, Madrid, Lisbon, Porto and Rome.
The most significant development was the arrival of the Gulf region’s principal – and best known – airline. From 1 June, Emirates served Dubai with a daily flight operated by a Boeing 777, this aircraft and frequency combining to provide the greatest scheduled service seat capacity from Genève Aéroport. Emirates’ opening afternoon schedule was carefully planned to facilitate excellent connections through its Dubai hub to around 40 destinations in Asia, the Middle East and Africa. At the beginning of the summer season, the Bahrainbased airline Gulf Air launched a three-timesweekly service to Genève Aéroport. Unfortunately this route was discontinued at the start of 2012.
Swiss continues to forge ahead In accordance with its management policy, Swiss International Airlines has clearly decided to position itself and focus much more on Genève Aéroport and the French-speaking Switzerland market. In 2011 this decision resulted in additional capacity allotted to the Geneva market, enabling Swiss to launch flights to Madrid (twice daily, with an optimal schedule for business traffic) and provide additional daily services to Barcelona and Athens. From the winter season 2011/12, Swiss launched a second daily flight to Moscow-Domodedovo, in response to strong demand in the Russian market. It also added one flight a day on the already highfrequency shuttle route between Genève Aéroport and London-City. In addition, Swiss’s leisure-orientated subsidiary, Edelweiss, operated several new seasonal services in collaboration with tour operators to the holiday destinations of Hurghada, Sharm el-Sheikh, Las Palmas, Tenerife and Santorini.
12 Services
Scheduled network 2011
Reykjavik
Oslo
Belfast Dublin Cork
Copenhagen
Edinburgh
Glasgow
Isle of Man
Newcastle Leeds
Hamburg
Manchester Liverpool East Midlands Birmingham Cardiff
Bristol
Montreal New York (JFK, EWR) Washington
London
(LCY, LGW, LHR, LTN, STN)
Guernsey Jersey
Paris
Geneva
Porto
Marseilles
Nice
Saint-Tropez
Bilbao Barcelona
Palma de Mallorca Valencia Ibiza
Budapest
Florence
Split Pristina
Bastia Dubrovnik
Rome
Brindisi Olbia
Naples
Cagliari
Alicante Malaga
Algiers
Catania
Tunis Monastir
Casablanca
Vienna
Lugano Venice Milan
Ajaccio
Madrid
Lisbon Faro
Toulouse
Munich
Zurich
Bordeaux
Santiago de Compostela
Prague
Luxembourg
Nantes
Biarritz
Warsaw
Frankfurt
Dusseldorf
(CDG, ORY)
Oviedo
Berlin
Amsterdam Rotterdam
Southampton Brussels Bournemouth
Exeter
Stockholm
Malta
Djerba
Marrakech
Tenerife Gran Canarie Mauritius
Other developments
Helsinki
Services 13
Responding to strong and rising demand, several other airlines expanded their services at Genève Aéroport. In eastern European markets, Aeroflot introduced a second daily service to MoscowSheremetyevo, while LOT Polish Airlines and Ukraine International Airlines boosted their frequencies to Warsaw and Kiev respectively. St-Petersburg
Riga
Moscow
(DME, SVO)
Among other developments in 2011, additional daily frequencies were notably offered by Lufthansa (to its main hubs at Frankfurt and Munich) and KLM (Amsterdam). In terms of long-haul, Air Canada expanded its operations to five flights a week in winter (still daily in summer) and El Al added two flights a week to Tel Aviv.
Kiev
Bucharest
Istanbul
Athena Mykonos Kos Santorini
Tashkent Antalya Rhodos
Larnaca
Heraklion
Air services (scheduled traffic)
Beirut Tel Aviv Amman Cairo
Hurghada
Sharm El Sheikh
Tehran Kuwait Bahrein Riyadh Doha Dubai Abu Dhabi Jeddah
Destinations • European • Intercontinental Scheduled airlines • European • Non-European
124 97 27 54 34 20
14 Traffic
Strong growth
Following the 2010 financial year, which was marked by various imponderables such as the eruption of the Icelandic volcano, air transport in Switzerland saw strong growth in 2011. This helped Genève Aéroport to break through the 13 million passengers a year barrier and set a new record. The airport’s freight side was equally strong, with cargo volumes growing well throughout the year.
Traffic 15
Despite continuing weak economic growth across most of Europe, 2011 was a good year for air transport in Switzerland. Genève Aéroport was no exception, registering double-digit growth and passing the 13 million passengers a year mark for the first time. In all, precisely 13,130,222 passengers used Genève Aéroport’s facilities, a rise of 10.5% compared with 2010.
Scheduled aviation – 97% of the passenger total – accounted for most of this growth. Charter traffic saw another fall (-14%), due mainly to passengers switching to low-cost airlines such as EasyJet.
Once again Genève Aéroport’s growth was markedly stronger than that for air transport worldwide (+4.9% in 2011 according to the trade association Airports Council International). This was also the case when compared only with Europe, where a rise of 7.3% stemmed largely from the recovery of traffic lost in April 2010 because of volcanic ash clouds. As in many previous years, the number of aircraft movements (the sum of take-offs and landings) increased at a lower rate (+6.6%), there being a total of 189,121 passenger aircraft movements. The difference between the growth in passenger numbers and these movements confirms the trend towards increased average aircraft size and constantly improving airline load factors at Genève Aéroport. Over five years this change is particularly apparent: between 2006 and 2011 the number of passengers increased by 31.5%, while the number of movements grew by only 7%.
With volumes increasing by 8.3% in 2011, freight continued the healthy pace set the year before. As with the rise in passenger traffic, Genève Aéroport’s cargo growth exceeded the world average.
Lufthansa, Air France, British Airways, KLM, Brussels Airlines, TAP Portugal and Iberia. Following its takeover of Baboo, Darwin Airline came 10th in the list. Ranked by alliance, Star Alliance was far in the lead with 34% of traffic, carried by some 12 members operating at Genève Aéroport. This was followed by Skyteam with 10%, and by Oneworld with 8%. Lowcost airlines, including EasyJet, by far the airport’s largest airline, carried around 40% of all passengers.
A rise benefiting most airlines By an interesting coincidence, the two largest airlines by market share – EasyJet and Swiss – both saw passenger traffic growth of 18%. This considerably exceeded general growth, due notably to the appreciable development of their networks.
Most of the other major airlines benefited from the good performance of air transport. These included KLM (+16%), Brussels Airlines (+15%), Lufthansa (+14%), British Airways (+12%) and TAP (+11%). Air France’s traffic stagnated, due particularly to competition from TGV high-speed trains between Geneva and Paris. In a similar way, Iberia saw a marked fall because of greatly increased airline capacity between Geneva and Madrid. Among the other airlines, Aeroflot (+53%), LOT (+27%) and El Al (+19%) had excellent results.
Market share 2011 (scheduled traffic)
Others 18.7%
38.0% Easyjet
Darwin Airline 1.5% Iberia 2.2% TAP Portugal 2.3%
EasyJet and Swiss still far ahead The ranking of the main airlines operating at Genève Aéroport remained much the same in 2011. EasyJet further strengthened its number one position, with a 38% market share of scheduled passengers. Swiss came second, raising its share and breaking through the 15% barrier. Next were
Brussels Airlines 2.6% KLM Royal Dutch Airlines 3.0% British Airways 4.9% Air France 5.2% Lufthansa 6.1%
15.3% Swiss
16 Traffic
Strengthening of European traffic In 2011, intra-European passenger traffic was again dominant at Genève Aéroport, with a market share of 88%. The top three destination countries remained the same, the United Kingdom coming first with 22% of European traffic, followed by France with 12% and Spain with 11%. Genève Aéroport’s direct long-haul traffic was divided into three regions, each with similar volumes: Middle East (5%), North America (3%) and Africa (3%). The airport’s geographical markets developed in quite different ways during the year, reflecting both the geopolitical situation and the availability and development of its own air services. The United States and Canada remained generally stable in terms of passenger numbers. North Africa clearly lost traffic due to the political upheaval of the Arab Spring, while the Gulf region saw greatly increased
lion passengers travelled between Genève Aéroport and London’s five airports. There were some changes in the city destination rankings: Amsterdam climbed to third place; Madrid gained two places to come fourth; and both passed Zurich, fifth, which was followed by Barcelona and Brussels. Beyond this simple classification, it is interesting to note that all these cities attracted more than half a million passengers.
Cargo still in good health
capacity through the arrival of Emirates and the expansion of other Middle Eastern airlines. Growth at Genève Aéroport was therefore driven mainly by European traffic, which increased by 12%. This double-digit growth included some particularly impressive market performances, including Russia (+28%), Greece (+28%), Spain (+27%), Germany (+19%) and Belgium (+15%). For tourist destinations, some travel to North African destinations was plainly postponed. In the rankings of the most popular city destinations, the top two places were again taken by London and Paris. During the year more than 2 mil-
Top 15 destinations (Excluding transit passengers)
London 2’087’348 Paris 907’417 Amsterdam 587’560 Madrid 569’607 Zurich 519’796 Barcelona 517’070 Brussels 509’564
Frankfurt 413’783 Lisbon 398’218 Porto 368’186 Nice 335’207 Rome 326’815 New York 254’824 Munich 242’632 Moscov 233’339
After record 32.4% growth in cargo activity in 2010, Genève Aéroport registered an increase of 7.7% in 2011. These results confirm the healthy state of freight at Geneva as well as the dynamism of the regional and Swiss economies compared with the wider European economy. Thanks notably to the availability of increased capacity, Genève Aéroport attracted new cargo traffic flows in 2011.
These developments benefited most parts of the logistical chain. Air freight therefore recorded an increase of 16.6%, while express freight grew by 6.9%. Also encouraging was the 11.0% growth of postal freight, which had declined over recent years. Finally, 2011 was marked by a switch of some freight from road to air. In terms of tonnages transported, Swiss remained in first place, followed by Etihad and United
Traffic 17
Overall traffic performance
2011
2010
Variation 2011/2010
12'720'041 310'680 13'030'720 55'390 13’086’110
11’423’351 362’167 11’785’518 52’479 11’837’996
11.4% -14.2% 10.6% 5.5%
44'112
13'130'222
42’401
11’880’397
4.0%
10.5%
130'900 3'866 134’766 26’938
161'704
119'224 4'961 124'185 25'759
149'944
9.8% -22.1% 8.5% 4.6%
27'417
189'121
27'456
177'400
-0.1%
38’837 7’279
30’257 9'284
28.4% -21.6%
61'079 6'155
7.4% 11.0%
PassENGERS Scheduled traffic Charter traffic Total scheduled and charter Taxi, medical Total commercial traffic
Total non-commercial traffic Total overall traffic
10.5%
MOVEMENTS Scheduled traffic Charter traffic Total scheduled and charter Taxi, medical Total commercial traffic
Total non-commercial traffic Total overall traffic
FREIGHT (tonnes) Scheduled traffic Charter traffic Airlifted airfreight Trucked airfreight
46'116 19'467
Total airfreight Local post
65'583 6’862
Total airfreight and post
72'415
7.8%
6.6%
39'541 21'538
16.6% -9.6%
67'234
7.7%
Traffic evolution
Monthly traffic evolution
Passengers
Passengers
million
14
1’400’000 1’300’000 1’200’000 1’100’000 1’000’000 900’000 800’000 700’000 600’000 500’000 400’000 300’000 200’000 100’000 0
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
0
december
1
november
january
2
october
3
september
4
july
6 5
august
7
2010
may
8
2011
june
10 9
april
11
march
12
february
13
18 Traffic
Scheduled traffic by destination (Excluding transit passengers) Destination Passengers Variation 2011/2010
Afrika Algeria Algiers Egypt Hurghada Cairo Sharm El Sheikh Mauritius Mauritius Morocco Agadir Casablanca Marrakech Tunisia Djerba Monastir Tunis
Americas Canada Montreal United States New York-Newark New York-JFK Washington DC
Asia Bahrain Bahrain Cyprus Larnaca Iran Tehran Israel Tel Aviv Jordan Amman Kuwait Kuwait Lebanon Beirut Qatar Doha Saudi Arabia Jeddah Riyadh United Arab Emirates Abu Dhabi Dubai * Uzbekistan Tashkent Europa Austria Vienna Belgium Brussels Croatia Dubrovnik Split *New destination
Czech Republic 50’145 12% Prague 50’145 12% Denmark 201’347 2% Copenhagen 201’347 2% Finland 77’764 12% Helsinki 77’764 12% France 1’564’417 5% Ajaccio 16’891 -4% Bastia 10’685 -8% Biarritz 7’204 -45% Bordeaux 124’970 2% Marseilles 3’707 -45% Nantes 102’642 34% Nice 335’207 7% Paris-Charles De Gaulle 652’106 1% Paris-Orly 255’311 20% St-Tropez 2’336 -21% Toulouse 53’358 -12% Germany 930’894 19% 440’790 1% Berlin 154’789 55% 95’312 6% Dusseldorf 77’734 30% 95’312 6% Frankfurt 413’783 11% 345’478 0% Hamburg 41’564 18% 119’208 2% Munich 242’632 14% 135’616 1% Stuttgart 392 90’654 -5% Greece 174’766 28% Athens 128’267 10% 508’496 33% Heraklion 26’532 103% 9’643 0% Kos 5’288 60% 9’643 0% Mykonos 9’840 0% 6’977 167% Rhodos 3’089 -14% 6’977 167% Santorini 1’750 0% 6’105 -45% Hungary 130’908 1% 6’105 -45% Budapest 130’908 1% 110’648 86% Iceland 1’527 -9% 110’648 86% Reykjavik 1’527 -9% 14’863 -13% Ireland 98’212 -1% 14’863 -13% Cork 3’534 -51% 9’061 6% Dublin 94’678 3% 9’061 6% Italy 474’917 14% 55’429 -4% Brindisi 38’089 132% 55’429 -4% Cagliari 9’416 -5% 101’104 28% Catania 8’755 -8% 101’104 28% Florence 11’870 17% 30’037 19% Milan 1’528 -77% 15’953 17% Naples 49’583 8% 14’084 21% Olbia 11’920 -2% 161’152 103% Rome 326’815 14% 80’797 2% Venice 16’941 -18% 80’355 Kosovo 79’189 65% 3’477 21% Pristina 79’189 65% 3’477 21% Latvia 5’582 -73% 11’347’866 11% Riga 5’582 -73% 142’813 2% Luxembourg 32’731 12% 142’813 2% Luxembourg 32’731 12% 509’564 15% Malta 11’793 -10% 509’564 15% Malta 11’793 -10% 18’580 -11% Netherlands 596’126 13% 5’594 -42% Amsterdam 587’560 13% 12’986 15% Rotterdam 8’566 -12% 404’274 -8% 23’721 2% 23’721 2% 104’114 -8% 28’787 109% 50’502 -29% 24’825 -10% 19’178 -8% 19’178 -8% 168’149 -11% 390 0% 103’860 -11% 63’899 -10% 89’112 -8% 18’689 -13% 7’437 3% 62’986 -8%
Traffic 19
Norway 44’500 0% Oslo 44’500 0% Poland 44’503 27% Warsaw 44’503 27% Portugal 779’481 12% Faro 13’077 37% Lisbon 398’218 7% Porto 368’186 16% Romania 3’949 -85% Bucharest 3’949 -85% Russian Federation 235’607 28% Moscow-Domodedovo 91’162 2% Moscow-Sheremetyevo 142’177 53% St. Petersburg 2’268 14% Spain 1’420’640 27% Alicante 69’540 16% Barcelona 517’070 28% Bilbao* 5’671 Gran Canaria 7’050 -42% Ibiza 20’340 0% Madrid 569’607 34% Malaga 99’384 10% Oviedo 9’849 4% Scheduled traffic 2011by airline Palma De Mallorca 88’265 14% (Excluding transit pasengers) Santiago de Compostela* 21’091 Tenerife 7’572 134% Compagnie Passengers Variation Valencia 5’201 -46% 2011 / 2010 Sweden 118’093 6% 50’502 Easyjet 4’828’959 18% Egyptair Stockholm 118’093 6% 48’379 Swiss 1’947’009 18% Jet 2 Switzerland 558’329 -1% 46’995 Lufthansa 775’826 14% El Al Lugano 38’533 7% Zurich 519’796 -2% Air France 658’133 1% Lot Polish Airlines 44’503 Turkey 165’722 1% 38’221 British Airways 622’764 12% Bmi Baby Antalya 11’702 -25% 32’731 KLM 385’785 16% Luxair Istanbul 154’020 3% 30’037 Brussels Airlines 327’851 15% Saudi Arabian Ukraine 26’569 118% Ukraine Int. 26’569 TAP Portugal 297’723 11% Kiev 26’569 118% 23’721 Iberia 285’240 -11% Air Algerie United Kingdom 2’849’198 9% 20’548 Darwin Airline * 191’444 -48% Air Malta Belfast 27’947 25% Jet4you 19’691 Birmingham 51’328 7% SAS Scandinavian 189’244 4% Bournemouth 29’850 12% Belair 19’243 Turkish Airlines 154’020 3% Bristol 145’309 4% Air Mauritius 19’178 Austrian 142’813 2% Cardiff 4’235 -30% 14’863 Aeroflot 142’177 53% Royal Jordanian Edinburgh 115’126 8% Pegasus Airlines 11’702 Alitalia 119’363 -4% Exeter 1’590 -15% Fly Be 11’527 United Airlines 107’405 13% Glasgow 16’217 31% 9’643 Continental 102’457 -13% Gulf Air Guernsey 5’072 1% 9’330 Qatar Airways 101’104 28% Kuwait Airways Isle of Man 1’813 1% Jersey 2’892 -5% Aer Lingus 98’212 -1% Transavia Airlines 8’566 Leeds 47’590 65% 6’378 Air Canada 95’312 6% Blue Islands Liverpool 133’477 0% 6’115 Royal Air Maroc 92’202 -9% Iran Air London-Gatwick 595’540 13% 5’582 Tunisair 89’112 -8% Air Baltic London-Luton 265’565 5% Twin Jet 5’235 Etihad Airways 80’797 2% London-Stansted 66’617 10% Edelweiss Air 80’755 126% Uzbekistan Airways 3’477 Londres-City 192’282 -10% Rossiya 2’268 Emirates 80’355 London-Heathrow 967’344 14% 853 Manchester 119’702 6% Finnair 77’764 12% Czech Connect Newcastle 31’866 -8% Norwegian 56’314 -9% Nothingham East Midlands 21’298 -3% 12’701’426 Middle East Airlines 55’429 -4% Total Southampton 6’538 6% * Combined Baboo and Darwin data following their merger in 2011 Total General 12’701’426
-37% 32% 19% 27% -11% 12% 19% 118% -6% -9% -41% -10% -8% -13% 0% -11% 9% -12% -1% -45% -73% -6% 21% 14%
20 Passengers
Customer service
For Genève Aéroport, customer satisfaction and comfort are always of paramount importance. In 2011 it therefore launched several new services in this area, including: better signage around the airport; the creation of priority security channels for selected, high-value passengers; and enhanced services for VIPs. During the year the airport also undertook more than 4,200 official receptions, which are reserved for top-level political visits.
Although Geneva Airport is a major piece of infrastructure that is used by, and benefits, the whole region, Genève Aéroport does not consider itself solely as a manager of aeronautical facilities. Regarding itself as a significant, true service business, it makes every effort to enhance its customers’ satisfaction and comfort.
As evidence of this, the airport’s broad range of services offered to passengers for some years includes everything from nursery-based childcare (more than 8,000 children were looked after in 2011) to free wi-fi, via the opportunity to reserve on-site parking online, and a network of passenger-information screens.
In 2011 Genève Aéroport again introduced, improved or encouraged a wide variety of services. Designed to combine quality with speed, several initiatives were also taken to streamline and shorten the time taken for some essential procedures. In addition, since details are often important to passengers, the airport’s renovation enabled it to enhance user comfort in the shape of radically transformed toilet facilities on the arrivals level.
All these measures have borne fruit, as demonstrated by the airport’s regular customer satisfaction surveys. These are focused as much on measuring the qualitative as on the quantitative. Needed to enable the airport to pursue its policy of quality
Passengers 21
information from Genève Aéroport and its tourism partners, Genève Tourisme & Congrès, Gare Routière and Accueil France.
Designed by the Swiss design and architecture agency Atelier Oï, airport’s new Visitors’ Center is clearly part of its plan to continually improve its customer service.
Signage redesign By its nature, an airport is a place which brings together a variety of visual information. To help passengers – sometimes anxious, often in a hurry – to easily find what or where they are looking for, in 2011 Genève Aéroport decided to completely change its signage. Following major expansion and renovation works (new areas, signs and additional services) and a change of visual identity (new logo), this redesign also made particular sense. monitoring, the surveys aim to better understand passenger feelings on key issues and to obtain information on their needs and wishes. Their suggestions are then carefully analysed and can lead to improvements such as the introduction of free wi-fi and better signage, which are liked and approved of by passengers. Having already achieved its best-ever result in 2010, Genève Aéroport’s overall satisfaction index increased again in 2011. The greatest improvements were in the areas of business lounges and first class, wi-fi internet, check-in waiting times, security and passport control.
Visitors’ Center
When arriving in a foreign city, passengers often have a host of questions concerning the airport, hotels, local transport, places of interest to tourists and other issues. To meet these needs, in 2011 Genève Aéroport created a Visitors’ Center on the arrivals level, just beyond the customs channel. With its modern design and bathed in a warm yellow light, the Visitors’ Center offers passengers a welcoming, elegant and dynamic first impression of Geneva. Made of wood and glass and easily spotted by arriving passengers, the counters provide free, one-stop access to various
Based on, and continuing with, existing universal symbols, the pictograms are designed to look modern and elegant. They are also tailored to the needs of Genève Aéroport’s facilities. To ensure clarity, they use three instantly recognisable background colours according to type and function. Therefore, everything on the route between the outside of the terminal and the aircraft (for example floor names, lifts, boarding lounges, parking, access to various means of transport and customs) appears in blue;
Passenger profile
Reason for travel tourism business trip, professional family, personal reasons
37% 34% 29%
Frequency (per year) 1-2 flights 3-5 flights 6-10 flights 11-20 flights 21 flights and over
25% 32% 21% 13% 9%
Gender male female
Source: Genève Aéroport ASQ survey 2011
56% 44%
22 Passengers
services (such as assistance, baggage claims and the toilets, showers, lounges, nursery and reflection area) are in grey; and retail (such as shops, restaurants and bars) are in – wink – burgundy. Beyond the most visible aspect (redesign of the pictograms), the implementation of the new signage was carefully and fully integrated around passenger routes. Genève Aéroport’s goal is to optimise flows in terminal and other areas, and to maximise passengers’ comfort and convenience.
Priority routes
Before boarding their flights, passengers have to go through security control. To make this time as pleasant as possible, the airport pays great attention to their reception at checkpoints, and on procedural efficiency and flexibility. The aim is to adhere as closely as possible to its own objective: a waiting time of less than 10 minutes at Central Security Control.
In 2011 Genève Aéroport also created two priority security channels, allowing faster access to security control. These ‘priority lanes’ are equipped with fully automated access gates and are available only to the holders of boarding passes with specific barcodes. Genève Aéroport has developed a business model that enables airlines to select and then offer privileged access to ‘premium’ groups of passengers. Around 30 airlines already offer this differentiated service to their high-value customers.
4,230 official reception operations of which : Heads of state + the Secretary General of the United Nations Prime ministers Foreign Ministers Ministers Royal Families to 2nd level
149 57 173 1,926 541
Check-in points Since passengers also gain comfort and convenience through time savings, Genève Aéroport installed electronic check-in points some years ago. These enable passengers to check in both themselves and their baggage with more and more airlines, which now number around 30. In 2011 this self check-in service was expanded with the addition of some 20 CUSS (customer user self-service) facilities, taking the total number of these check-in points to almost 50. Passengers’ increasing autonomy in the stages prior to boarding, particularly through the electronic ticket, is one of the many innovations bringing them closer to ‘seamless travel’. Everyone in the aviation sector is addressing this concept of ‘simplified travel’.
149 receptions for heads of state
In 2011 Genève Aéroport carried out over 4,200 reception operations, or almost 12 a day ! The airport’s intense official reception activity demonstrates and underlines the strength of international Geneva. This activity took place at the highest level, something summed up alone by the high number – 149 precisely – of reception operations for heads of state. Moreover, more than 2,200 reception operations involved delegations that included ministers. Throughout the year, international organisations and conferences attracted large delegations each looked after free of charge by Genève Aéroport’s dedicated service. In 2011 the prizes for the largest delegations went to the International Labour Office (313 delegates), the World Trade Organization (252) and the World Health Organization (245).
Apart from numerous summit meetings, Genève Aéroport frequently hosts high-level bilateral meetings. In 2011 these included the meeting in February between Hillary Clinton, US Secretary of State, and Sergei Lavrov, Russian Minister of Foreign Affairs, who travelled through the airport. Last but not least, the red carpet was rolled out twice on the apron, during visits by the King of Spain in May and the President of the Republic of India in October.
Retail services expand
Places truly full of life, airports have to offer passengers and other customers the widest possible range of shops, restaurants and services. In 2011 Genève AÊroport therefore created new sales outlets including a duty-free shop in arrivals. A strong retail offer benefits the airport’s ongoing development as it helps to maintain attractive aeronautical charges.
Retail 23
24 Retail
The face of Genève Aéroport – radically transformed, greatly expanded and facelifted over recent years – continued its rejuvenation in 2011. Genève Aéroport aims to continually improve its retail offer: for a passenger to leave with a positive experience, both the aviation side and the retail side – shops, restaurants and services – have equally large roles in increasing satisfaction. In 2011 the arrival of new retailers expanded Genève Aéroport’s already wide range of products and services. They came to the airport in response to clients’ various needs both in terms of price and market positioning. This is because the process is constantly evolving and involves many people and organisations. To identify and develop new ideas, monitor trading performance and quickly correct any problems, the airport works closely with the concessionaires managing the retail at its heart. In terms of using the airport’s retail outlets, half of passengers visit at least one and a third proceeds to
Covering an area of around 400 square metres, Genève Aéroport’s new arrivals duty-free shop enables passengers to buy their goods at the last moment when arriving in Switzerland. This helps them to avoid the unnecessary carrying of goods, providing a distinct advantage in terms of comfort (less baggage to carry and take through security) and the environment (less weight on aircraft). To simplify matters further, Genève Aéroport launched an additional service at the end of 2011. This gives the passengers the opportunity to make their purchases at the departures shop and collect them on their return in the arrivals shop.
New sales outlets and renovations
make a purchase, according to the surveys carried out regularly by Genève Aéroport. In the area of dining, 47% of passengers consume food and drinks (which is a drink in two-thirds of cases). As an urban airport, Genève Aéroport is not intended only for its 13 million passengers a year, but also for people travelling with them to and from the airport, for the many people working in the region and for the 10,000 or so employees who work at various organisations on the site.
Duty-free shop in arrivals
AOn the departures level, the public retail area was strengthened and enriched with the addition of two new names: a Relay kiosk and the ‘Goodie organic food and bar’ restaurant. The latter, a new dining concept created in Geneva, meets consumers’ current requirements for fast, good, healthy food, with a strong emphasis on quality. Based on organic food, it combines the latest nutritional trends (for example for fruit and vegetable juices freshly squeezed there and then, a salad bar, soup and soya) with an eco-friendly dimension (biodegradable tableware, for example). In the airport’s CFF (Swiss federal railways) shopping arcade, the sleek and chic Minelli shop, dedicated to footwear and leather goods, opened in the summer.
Since 1 June 2011, a new service has been offered to passengers arriving in Switzerland. On that date a new duty-free shop was opened in arrivals, just before the baggage reclaim hall. Responding to requests from passengers, this shop came to light thanks to changes in the law on the purchase of goods in airport duty-free shops. Taking effect before the summer season, the revised law allows Swiss airports to offer such outlets in arrivals, and not only in departures. Two aspects of the law remain unchanged, however: in arrivals as in departures, the ‘duty free’ is intended exclusively for passengers flying internationally; and authorised purchasing quantities per person are the same as before.
During the year, several shops were also revamped. In the restricted area, the area dedicated to watches was redesigned and expanded: the Rolex and Chopard shops were enlarged and fitted out with the two companies’ latest concepts. In addition, the
Retail 25
Air Watch Center was modernised and expanded with the addition of new brands. In the public area, two renovations contributed to the rejuvenation of the arrivals level: the Relay kiosk was redesigned and the Fleuriot shop was both enlarged and renovated to give it a more upmarket positioning, look and feel. The renovations are important because they help to increase passenger satisfaction, as evidenced by surveys carried out regularly by Genève Aéroport. These surveys show that satisfaction with shops and
restaurants has risen since the major work undertaken in the GVA+ programme of 2009. Involving the renovation and expansion of the terminal, the GVA+ transformation also increased the variety of services, an equally fundamental element in ensuring and enhancing passenger satisfaction.
Highly varied events
To add colour to Genève Aéroport’s retail offer, many events were organised during the year. These took place at various locations in the airport and at the CFF shopping arcade. The ‘Best of Switzerland’ campaign presented many Swiss specialities, including chocolates, biscuits, writing instruments and watches, and was accompanied by games and competitions. Under the banner ‘Chocolate Celebration’, in which the
chocolate itself was star, events included workshops for children and handing out sweets, gifts and vouchers. For their part, the airport’s ‘foodlover visitors’ (‘les escales gourmandes’) were able to discover culinary specialities based around colours, through molecular cuisine shows, cooking workshops and special menus in restaurants.
Finally, at Christmas, gift ideas presented centred on clocks and watches, perfumes and decorations. In addition to these themed promotions, several events took place in the shops themselves, as well as on the central square located beyond security control. In this way the various brands showed off their latest collections to passengers, while also providing advice, offering gifts and sometimes holding competitions. Some retailers even brought in a motorcycle and aircraft to complete the scene. Genève Aéroport’s restaurants also concocted a cocktail of promotions, with a menu of live music, salsa evenings and introductory courses in various dances organised at the Montreux Jazz Café and on the terraces of the Jardins de Genève. All these efforts boosted restaurant and retail revenues by 2.8% in 2011, despite a weak economic climate across most of Europe and the strong Swiss franc. This result is encouraging as healthy retail is important, non-aeronautical revenues contributing a substantial share of Genève Aéroport’s profits. This income in turn enables the airport – which receives no public subsidy – to invest in modernising its infrastructure and funding its development. It also helps to maintain attractive aeronautical charges, which benefits Genève Aéroport’s air services and therefore the whole region.
26 Operations
Summer catches up with winter It is one of Genève Aéroport’s particular characteristics: the cold season is traditionally its busiest. In 2011 however, peaks in traffic were smoothed over and the airport saw the smallest-ever gap between winter and summer. In addition, general aviation continued to grow, and Genève Aéroport was recognised for the second consecutive year as the most efficient airport in Europe.
Operations 27
The airport manager’s job is to organise air trafficrelated activity efficiently, safely and punctually. Less familiar to the general public than activities carried out ‘landside’, ‘airside’ activities are undertaken by many companies and various stakeholders, which are best when coordinated.
As manager of the airport site, Genève Aéroport continually analyses operational procedures to identify potential improvements and provide the best possible welcome and handling for aircraft visitors. This applies to the 270 or so aircraft types that landed during the year.
Genève Aéroport’s apron again saw high occupancy rates, its 50 or so aircraft-parking positions being very well used. Lastly, Genève Aéroport’s runway was also used for humanitarian operations, particularly by the International Committee of the Red Cross. The Geneva-based institution organised various humanitarian flights to help local people in events linked to the Arab Spring.
Price of efficiency
In 2011, for the second consecutive year, Genève Aéroport received the prestigious ‘Airport Efficiency Excellence Award’ in the category of airports handling under 15 million passengers a year. This was awarded by the experts of the Air Transport Research Society (ATRS), which includes most of the world’s universities with a chair dedicated to aviation. Interested in efficiency, productivity and quality, ATRS makes its award
after analysing parameters such as the quality of infrastructure available, the variety of visitors to the airport and the level of airport charges. This award further recognises Genève Aéroport’s efforts to ensure its development is based on firm operational and financial foundations.
Use of the runway and apron
During the year, Genève Aéroport’s concrete runway hosted 177,635 aircraft movements, and its grass runway 6,467. There were also 5,019 helicopter movements from the dedicated helipad. Scheduled airlines continued to account for the vast majority of traffic (130,900 movements, up 9.8%), while charter traffic fell sharply (down 20.1% to 3,866 movements) due to a general shift towards low-cost airlines such as Easyjet. Combining categories, commercial traffic increased by 7.8% to 161,704 movements, while non-commercial movements (for example training and tourism) fell by 0.1% to 27,417.
Winter-summer split As winter sports-related traffic is so important at Genève Aéroport, it is traditionally busier in the cold season than in summer. During the winter season 2010-11, scheduled services’ average use of airport slot capacity ranged from 57.6% on weekdays to 75.9% on Sundays, and even 88.6% on Saturdays.
But the difference between the two seasons – at least for weekdays – has become ever less marked, summer 2011 seeing an average utilisation rate of 56.4%. The gap between the winter and summer months has never been so small.
These figures are explained by Genève Aéroport’s exceptional July. It handled 1.25 million passengers that month, making it the second-busiest month in the airport’s history and, for the first time, busier than any month in winter. The significant growth of summer tourism has therefore helped to smooth traffic peaks during the year.
Winter operations
Unlike 2010, which was marked by some severe weather and disruption across Europe due to massive snowfall, 2011 was relatively mild. The airport nevertheless continued its efforts to further strengthen its responses to extreme conditions. Genève Aéroport, the airport site manager, therefore equipped itself with new sensors (active, of temperature and weather) to better detect precipitation, track weather conditions and plan certain actions – all needed to optimise responses. It also introduced a new alarm system for snow and frost.
28 Operations
Importance of general aviation Genève Aéroport is Europe’s second-busiest airport for general aviation (business aviation, tourism and training) after Paris-Le Bourget, which handles only this type of aviation. This high proportion is explained by the socio-economic fabric of the region: international organisations and multinational companies have a strong presence; and it is a place of residence for many stars of sport and show business. In 2011 Genève Aéroport also expanded its more than 30-strong fleet of snow-clearance vehicles, buying three snowploughs each capable of clearing and blowing away large amounts of snow. It can also count on assistance from external providers which can supply 47 trucks and seven bulldozers within an hour. Among Genève Aéroport’s partners, a handling company acquired four new de-icing vehicles, each equipped with a long articulated arm and able to use forced air to blow away accumulated snow from an aircraft fuselage. The airport now has a total of 13 de-icing trucks, which are owned by the handling companies Swissport, Dnata, Ruag and Tag.
Ground vehicles
Essential for efficient operations, the airport’s ground vehicles became busier in line with increased passenger numbers. In 2011 therefore, there were 160 bus trips a day, and 280 a day at weekends. Operating across Genève Aéroport’s apron area, the buses transported over 2.5 million passengers during the year, a rise of 13.4% on the year before.
As every year, cleaning tasks were very important and kept the sweepers busy for a total of around 18 hours a day. To remove rubber deposits from the concrete runway touchdown area, and so give aircraft tyres perfect grip, two week-long periods were required. The first of these was in the spring, and the second in the autumn.
In 2011, air taxis carried out 25,620 movements, and non-commercial flights (for example for training and tourism) accounted for 27,417.
A prior permission required (PPR) system applies to all general aviation aircraft (private and air taxi flights) that use the concrete runway, which has a capacity of 40 movements an hour. Although priority is given to scheduled and charter traffic, in accordance with operational regulations, general aviation can always use a certain number of slots, depending on the day and time (Genève Aéroport offers at least four general aviation slots an hour).
Business aviation show
Genève Aéroport’s intense business aviation activity is also reflected in early May by EBACE, the only European show dedicated exclusively to this type of traffic. Held simultaneously on the apron and at the Palexpo exhibition centre nearby, the 11th EBACE event welcomed a record 470 exhibitors, up from 436 in 2010. Jointly organised by the
European (EBAA) and North American (NBAA) business aviation associations, EBACE 2011 attracted 12,750 visitors.
Operations 29
Nocturnal movements En 2011, 8’272 mouvements ont été opérés entre In 2011 there were 8,272 movements between 22:00 and 06:00, representing 4.4% of the airport’s total traffic. In other words, 95.6% of movements occurred during the daytime period of 06:00 to 22:00.
Hourly distribution of movements 95.6% 06h-22h
Most of the night-time movements (98.1%) took place between 22:00 and midnight. Even within this period, the vast majority of movements (77.3%) occurred between 22:00 and 22.59. Of the 65 movements taking place after 00:30, 57 were medical or state flights, which are not subject to any restrictions.
0.1% 00h-06h 0.9% 23h-24h
3.4% 22h-23h
During the year, in accordance nocturnal-movement regulations, the airport operator approved
Hourly distribution of nocturnal movements 77.3% 22:00-22:59 6’391 mov.
1.3% 00:00-00:59 108 mov. 0.2% 01:00-01:59 15 mov. 0.1% 02:00-02:59 9 mov.
04:00-04:59 0.1% 7 mov. 03:00-03:59 0.1% 11 mov.
After 22:00, take-offs represented only 16% of movements. Landings (84% of movements after 22:00) consisted primarily of return flights from major European cities, including from international air hubs.
Nocturnal movement evolution 22h -06h
10’000 9’000
4.5%
4.7%
4.4%
8’000
4.4%
7’000 4%
6’000 3.5%
3.6%
3.5%
4.1%
4%
3.7%
5’000
3.2%
4’000
Nocturnal movements as a % of the total
3’000 2’000
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
1’000 2001
Due to the alternating direction of runway operations, the Genthod-Bellevue sector was flown over by 57.5% of night-time traffic, and for the VernierMeyrin sector, an increased total of 42.5%.
20.9% 23:00-23:59 1’726 mov.
05:00-05:59 0.0% 5 mov.
2000
eight commercial flights after 00:30. This was due to exceptional and unforeseen circumstances, and was duly justified.
30 Works
User-focused works
In 2011 more than CHF 71 million was invested in maintaining and improving Genève AÊroport’s various airside and landside facilities. This enabled the airport to further increase safety, improve passenger comfort and convenience, and prepare for the challenges of tomorrow.
Works 31
Some 230 infrastructure and facilities-related projects are underway at Genève Aéroport, which is almost equal to the number of working days in a year! It must be said that an airport is an almost permanent building site because it has to maintain its facilities and constantly improve and develop them in preparation for future challenges.
In these circumstances, it is not surprising that investment is a significant item on the balance sheet. There was no exception to the rule in 2011, when Genève Aéroport invested over CHF 71 million. This was a welcome windfall for subcontractors faced with a gloomy economic environment.
Preparation of the East Wing
Unquestionably Genève Aéroport’s most important forthcoming project, the future East Wing took several steps in 2011. With construction work planned to start in 2012, the East Wing will, on completion, replace wide-body aircraft facilities built on a temporary basis in...1974. Due to enter service in 2015, the new building will be more welcoming, comfortable and convenient for passengers travelling on long-haul, wide-body aircraft. It will be more user-friendly and will feature contact aircraft parking positions (nosein, against the building), removing the need for passengers to be bussed to remote positions. It will also facilitate the management of flows, particularly of Schengen and non-Schengen passengers. In all it will have six wide-body aircraft positions, including three double spaces enabling two smaller aircraft to park in the same position. The number of boarding gates will remain the same as today.
To select the winning design for the East Wing, Genève Aéroport began by forming a body of experts comprising members internal and external to the airport and chaired by Professor Harry Gugger, architect and director of EPFL’s (a Lausanne-based technical university) architectural production laboratory. The decision was then taken to organise a selection procedure requiring the formation of multidisciplinary groups of agents comprising architects, civil engineers and
CVSE (heating-ventilation-sanitation-electricity) engineers. The five groups selected (out of 33 candidates from Europe and the US) each then prepared an architectural, technical and functional proposal on the basis of a parallel-studies warrant. At the end of this procedure, which of course respected the requirements of public procurement, Genève Aéroport chose a European group with a strong Geneva base. The group comprises: Rogers Stirk Harbour & Partners; Jacques Bugna Architecture Workshop; and Ingérop Consultation and Engineering and its partners (Babel, Géos, EGC Chuard, Perrin & Spaeth, BA Consulting and Assystem). Among the many attractive aspects of their project are the strong image radiated by the building, its transparency, the quality of its spaces, its modular construction and its exemplary performance in terms of sustainability. The planned building will also have positive energy: it will produce more energy than it consumes.
Expansion of the fuel network
The kerosene used by aircraft parked at Geneva’s airport is piped from Fos-sur-Mer, near Marseille. It is then stored in tanks at Vernier before again being transported through pipes to the airport. And there, beneath the apron, is an 8-kilometre fuel network to some 80 refuelling points. These enable aircraft fuel tanks to be filled without the need for tanker trucks.
Since the 80 positions were not being previously equipped with ‘pits’, Genève Aéroport’s fuel network was extended in 2011. This expansion created 14 additional refuelling points and new refuelling spaces for trucks. As a result, tanker trucks no longer need to cross this part of the apron, increasing safety and simplifying operations.
32 Works
Guidance and airfield lighting In parallel with this expansion, four automatic interlocking system-managed visual docking guidance systems (enabling pilots to guide their aircraft independently to parking spaces) and a 400 Hz system were installed at these positions. These new facilities have improved aircraft reception and handling, and end the need for visiting aircraft to use auxiliary power (APU) or mobile ground power units (GPU). Since Genève Aéroport’s new runway lighting was completed in 2009, apron lighting has been pro-
Regarding the escalator to the corridor allowing access to satellites 30 and 40, it was replaced by a more modern escalator and joined by a second. This doubling of escalator capacity guarantees continual access to the satellites, even if one of the systems is unexpectedly shut down, ensuring a better service for passengers. During the year there were two notable improvements to the passenger baggage sorting machines. Firstly, the baggage scanning facilities were replaced by higher-performance machines with better detection of non-authorised materials. Secondly, a new baggage transfer belt in the baggage-sort area reduced baggage-transfer times between flights. Finally, in the charter terminal this time, passport control was modernised and now has five double booths. This has increased capacity and improved passenger-flow handling at peak times.
Construction in front of the terminal
gressively adapted to improve aircraft guidance and increase visibility at night, in rain and in fog. In 2011, lighting renewal was focused on the central line in bypass areas Alpha and Golf, and in the Links. Lastly, and still on the apron, other works further increased safety. This included: the expansion of Zulu Bay, which improves aircraft crossings on their way to the North Area; and adapting the Delta route, optimising aircraft exits from the runway and making aircraft flows smoother and safer.
Escalator and public address system
In addition to new sales outlets and the creation of the Visitors’ Center (see the chapters devoted to
retail and customer service respectively), various works took place in the terminal. Following the renovation of the corridors leading to the satellites, the microphones and loud speakers were replaced in satellites 20, 30 and 40. This improvement to the public address system provides passengers with a much more comfortable acoustic environment.
Started in May 2010, renovation of the transit viaduct and P2-P3 platform in front of the terminal continued exactly on schedule.
Visible to anyone travelling to the airport or by public transport, the construction site in front of the terminal will last around two and a half more years. The 17 successive two-stage works aim to renovate and strengthen the viaduct supporting the road in front of the terminal, as well as the platforms supporting short-term car parking (arrivals and check-in). The first part of the works (cleaning up the viaduct) rests with the cantonal authorities, while the second (renovation of the platforms allowing access to the terminal) is Genève Aéroport’s responsibility. These major operations, made necessary by the age of the structures, will also improve lighting and the water-resistance of the decking. They are planned to minimise disruption to traffic and airport operations.
Works 33
Mobile terminal Building sites do not always end up as fixed facilities. At the start of 2011 Genève Aéroport opened a mobile terminal to meet potential requirements for additional reception areas during the winter period. This structure has a steel frame and a waterproof textile exterior. Dismantled in spring 2011, it was reinstalled in November, again in front of the terminal. Equipped with self check-in counters and information desks, this true annex to the main terminal can also be used for broader purposes. These include temporarily providing the airport with additional capacity during works that prevent the use of existing areas.
The 300 square metre mobile terminal was developed by the young Austrian company TMT. It has generated considerable interest from the aviation community worldwide, which has now seen this futuristically shaped facility operating in real conditions. By buying this prototype, Genève Aéroport is proud to have helped publicise this flexible terminal concept.
Maintenance and IT management An airport has many facilities which need to be well managed, for example in terms of inventories, location, maintenance, stocks and repairs. To optimise its management of its rich and varied facilities, Genève Aéroport is in the process of establishing a GMAO (computer-assisted maintenance management) system. This provides precise documentation for all facilities, which is extremely
useful in the event of a failure. But a GMAO system is intended to be much more than reactive: it aims primarily to proactively improve maintenance planning, manage facilities and plan corrective actions – or, to sum it up, to optimise airport operations. Finally, after the modernisation in 2010 of the computer managing all airport data, the office system was modernised in 2011. All Genève Aéroport employees have now migrated to Windows 7 and Office 10. This change was accompanied by considerable amounts of training.
34 Safety
Safety first
Awareness campaigns, simulation exercises, implementing new initiatives and optimising procedures: in 2011 Genève AÊroport carried out many measures to enhance safety and create a true safety culture. The airport placed particular emphasis on proactive management.
Safety 35
Safe and effective operations depend on high levels of safety at all the active businesses on the airport site. In 2011 Genève Aéroport therefore continued its efforts to expand the safety culture among its employees and airport-based partners. It also reaffirmed its commitment to constantly improve the processes and means to ensure safe and effective aviation operations. Genève Aéroport has applied its numerous safetyrelated measures in many areas. Generally they aim to proactively reduce the risk of an incident, or even an accident, before it happens. The airport therefore emphasises training and prevention exercises to create awareness, ensure the implementation of safety policy by all airport employees and increase the skills needed to guarantee a high level of safety. To assess performance, safety objectives are defined and statistical indicators then enable them to be monitored. All these elements help to build a true safety culture, a virtuous circle that leads to continually improving safety.
Emergency plan
In 2011 Genève Aéroport redefined its emergency processes and management structures, compiling and integrating specific response measures and procedures into an emergency plan. Until then these appeared in the service orders or management manuals of the departments concerned. The new document resulting from this work, the Genève Aéroport Emergency Plan Manual (PURGA), was sent to Switzerland’s Federal Office of Civil Aviation (FOCA), which approved it in January 2012.
PUR-GA aims to equip Genève Aéroport, the airport manager, with a leadership and management tool to deal with all deteriorating operational situations and respond to them quickly, and all while ensuring safety for both participants and users. This collection of alarm procedures, response procedures and crisias management covers more than 50 potential emergency situations on the airport site. It also contains an activity recovery plan and a survey process to identify the causes of a crisis and guard for the future.
Accident simulation
To be effective, emergency plans must be put into practice. Exercises make it possible to: test the degree of preparation; check procedures; review coordination between the various partners involved; highlight both the strengths and weaknesses of equipment; and evaluate the capabilities and effectiveness of the responses used. Following this, on Tuesday 13 September 2011, Genève Aéroport’s Airport Safety Service (SSA) simulated an aircraft accident on Lake Léman
(Lake Geneva), off Port Choiseul in Versoix municipality. All the key steps were tested, including alert, alarm call to the various emergency services, transporting response equipment to the scene, search and rescue operations, inflating life rafts, setting up a field hospital, care and securing a safety perimeter. Also tested was collaboration with the various participants that would be mobilised if such an incident actually happened. In addition to Genève Aéroport’s SSA, there was the City of Geneva Fire and Rescue Department (SIS), Versoix Firefighter Corps (SPV Versoix), Cantonal Medical Unit (BSC), Geneva Cantonal Police, Traffic Police (PolNav) and Léman International Rescue Society (SISL). In addition to the emergency professionals, many other people were involved: actors playing passengers on this fictitious flight; employees collecting the information required to know the number and condition of survivors; arbiters following the development and progress of operations; and the
FOCA representatives charged with evaluating this exercise. As required by international regulation, another full-scale simulation will take place in 2013.
24 hours a day
A full 365 days a year and 24 hours a day, SSA staff are responsible for ensuring the safety of the airport site. This mission involves a multitude of tasks including rescue, firefighting, medical care and assistance during aircraft refuelling while passengers are on board. To be ever more effective, the SSA professionals regularly attend training courses. In 2011 they therefore undertook a week of instruction in Stuttgart on the lifting of aircraft, and spent two weeks at the Teesside training centre in England.
36 Safety
SSA vehicles frequently go beyond the airport perimeter to provide reinforcement, especially in the event of major accidents. Ambulances, for example, often leave the airport site when the patient is in a neighbouring municipality.
Genève Aéroport’s aviation firefighters are sometimes called on to provide assistance and reinforcement outside the canton. In 2011 they went once to Sion and twice to Blécherette to respond to accidents, in which there were fortunately no casualties. Notably their expertise enabled aircraft to be evacuated without making the damage worse.
Prevention campaigns
During stopovers at Genève Aéroport, aircraft are often surrounded by vehicles and personnel busily undertaking a wide assortment of roles. These include taking care of passengers, unloading bags, cleaning, refuelling with kerosene, supplying onboard food and drinks, and emptying toilets. With so much activity taking place simultaneously in a relatively small area, this may lead to difficulties and risks. For its safety campaign in 2011, the Safety Office chose to educate airport personnel about potential stopover-related hazards and the impact of their actions on the operations of others. Simulating in real conditions the work of the many personnel and companies around a parked aircraft between flights, the campaign enabled these personnel to better understand the tasks of everyone involved.
Safety audits
To manage airport safety proactively, Genève Aéroport has developed and implemented its own procedures and management system. In its determination to continually improve overall safety, the Safety Office started to carry out safety audits during the year. Performed within Genève Aéroport and with the other companies operating on the airport site, these inspections are intended to: check that procedures are properly followed and applied; identify non-conformities or potential gaps; suggest areas for improvement; and develop action plans to improve processes. This new audit tool is in addition to other processes in the existing management system and does not replace them. In the same way, FOCA will continue to audit Genève Aéroport on a regular basis.
Finalisation of SMS
In 2011 Genève Aéroport’s Safety Management System (SMS) was completed (particularly concerning all aspects linked to documentation) and accepted by FOCA. As a reminder, SMS is a systematic, explicit, comprehensive and proactive process for managing the hazards and risks inherent in airport operations.
Regarding the reference manuals required for the Airfield Certification granted by FOCA, they are continually reviewed to improve the procedures and regulations they contain. As before, this was the case in 2011.
Preventing wildlife hazards
Impact with wildlife is the second-largest cause of incidents and the sixth-largest cause of accidents in global civil aviation. To maximise safety while preserving biodiversity, Genève Aéroport has for many years been at the forefront of wildlife hazard prevention (PPA) and regularly implements new measures in this field. It has available many ways to scare off wildlife that is in or near operational areas, its precise choice depending on the situation. Among its techniques are exploding rockets, an effective measure which nevertheless had a weakness: on exploding, their cartridges previously expelled a small piece of metal that could become FOD (Foreign Object Debris) on the runway. To remedy this problem, new cartridges were developed in 2011 at the request of the Office of Environmental Works and Studies (BTEE SA), which is responsible for PPA at the airport. These are now approved for use in Switzerland. Finally, the PPA Guide was updated. This categorises the 130 bird species on the site according to the degree of danger they pose to aviation. This animal hazard scale, created on the basis of a risk
assessment methodology developed by BTEE SA’s training division, was also applied to the eight listed species of mammal on the airport site.
Environmental measures
In 2011 Genève Aéroport took several measures to reduce the airport’s environmental impact. In particular there was progress in energy conservation, sustainable mobility and the sorting of waste. Around CHF 8 million was invested in soundproofing works. Years of action to reduce greenhouse gas emissions resulted in a certification award.
Environment 37
38 Environment
As a facility essential to the economic and social fabric of the region, the airport has to meet demand for passenger and cargo air transport. However, Genève Aéroport accompanies its continual development with an active policy designed to limit its impact on local residents in Switzerland and adjoining areas of France, and on the environment. The airport’s many measures in sustainable development are presented on its website, www. gva.ch, but every three years are also the subject of a detailed assessment on paper. Published in June 2011, the latest edition of the environmental report therefore also describes the airport authority’s objectives and commitments to 2013. After investing more than CHF 21 million on various environmental measures in the period 2008-2010, Genève Aéroport plans to spend around CHF 34 million in the period 2011-2013.
Airport carbon certification
For some years, the airport has carried out measures designed to limit emissions of greenhouse gases. In 2011 these efforts were recognised and rewarded by certification verified by an independent organisation. Genève Aéroport has achieved level-3 airport carbon certification and is now one of 55 European airports to have implemented this programme, which was initiated by ACI Europe (Airports Council International). This level-3 certification demonstrates that Genève Aéroport has calculated its carbon footprint after considering emissions from facilities, ground handling, air traffic (take-offs and landings) and induced traffic (passengers and employees). In addition Genève Aéroport has had to show it is making commitments and getting results in reducing CO2 emissions under its responsibility, and that it also involves other companies working on the airport site.
Measures to limit greenhouse gas emissions include equipping the aircraft positions with energy supply systems (ending the need to use auxiliary power units and ground power units), installing solar panels on roofs, renewing technical facilities, acquiring eco-friendly vehicles and promoting sustainable mobility to and from the airport.
Energy savings
Genève Aéroport’s energy policy rests on three pillars that conform to the principles of the ‘negawatt’ approach: energy moderation, energy efficiency and the use of renewable energy. By progressively eliminating all unnecessary consumption and using energy as efficiently as possible, energy requirements can be reduced. These first two pillars having been applied, then comes the third: the greatest possible contribution of renewable energy in overall energy supply. Implemented over several years, this energy policy has resulted in five years of stable energy consumption and the start of a fall in the use of thermal energy. This has taken place despite substantially increased passenger traffic at Genève Aéroport, which handled more than 13 million passengers in 2011. The use of renewable energy is increasing and
accounts for 9.4% of the airport’s electricity consumption. Efforts continued unabated in this area: after installing 3,300 square metres of solar panels in recent years, preparations were made in 2011 for a large thermal solar roof project in 2012.
Environment 39
Soundproofing of homes This year again, Genève Aéroport carried out significant measures in residential soundproofing. On Swiss territory, the airport invested almost CHF 8 million in 2011. In all it soundproofed 470 homes during the year, bringing the total number of soundproofed homes to 2,177.
These positive results demonstrate the effectiveness of measures implemented by Genève Aéroport as part of its mobility plan. Nevertheless this increase will have to be maintained to reach the airport’s goal of 45% sustainable mobility by 2020. The share of air passengers using public transport has increased strongly (+10% compared with 2007) and has now reached the 45% goal set for 2020. In particular, passengers benefit greatly from the free public transport tickets distributed by Genève Aéroport in the baggage reclaim hall. Finally, air passengers are highly satisfied with public transport to and from the airport, with 96% of them calling it good, very good or even excel-
At Vernier, Genève Aéroport completed soundproofing works at seven rows of rental properties on the Mouille-Galland road. The first residents to benefit have declared a real improvement in their quality of life. In one block at Mouille-Galland, the soundproofing works are continuing at the Montfleury rental property. These are expected to be completed in the first half of 2012.
In the area currently under consideration, 200 homes (53 buildings) are being soundproofed. In neighbouring France, completion of the first acoustic tests marked the initiation of the specific soundproofing support plan at Ferney-Voltaire. More than 40% of the homes potentially affected by this soundproofing assistance are in six condominiums. In a general meeting, the joint-owners of each of the six buildings voted for the start of design studies, which are the first step in the process of residential acoustic insulation.
Surface access
At the airport site, sustainable mobility’s share of all employee ground transport reached 37% in 2011. This is shown in the results of the March survey conducted on employees’ modes of transport between their home and the airport. The 9% increase on 2007 is due mainly to the lower proportion of motorists driving alone, and an increase in carpooling. This proves that the site’s internal links, implemented in 2010, are starting to work. The percentage of employees using bikes, public transport or the ‘airport personnel shuttles’ (shuttles running early in the morning and late evening, after normal public transport hours of operation) remains stable.
lent (37%). And it is passengers arriving by public transport who are the most satisfied of all. This is important because the goal of sustainable mobility includes, in addition to its quantitative aspect, a qualitative component.
Sorting of waste
Since January 2011, the principle of the bag tax was introduced in the main terminal (T1) to prompt users to sort their waste and raise their awareness of the recycling issue. Tenants and concessionaires in this terminal are now obliged to buy specific bags from Genève Aéroport for their incinerable waste. The revenues from this cover operating expenses (mainly facilities, handling, transport and incineration) under the principle of the polluter pays. For all properly sorted waste (such as PET plastic, glass, other plastics, paper and cardboard), no fee is charged to encourage greater sorting at source.
40 Environment
Alongside this initiative, Genève Aéroport implemented a training programme on waste segregation for airport-based personnel, including employees, cleaning companies and managers of sales outlets. Equipment for light sorting was distributed free to tenants and concessionaires, particularly for the collection of paper, batteries and PET. There was also a special effort on the sorting of organic waste. Passengers were not forgotten. New bins enabling the sorting of paper, PET, aluminium and, in cer-
This natural wealth has been noted by the canton of Geneva’s Floristic Atlas, published in 2011, which highlights this interest and describes the area as largest of Geneva’s valuable sites. The Nature & Economy Foundation, which aims to promote biodiversity on company sites, awarded certification to Genève Aéroport for the management of its natural areas.
tain places, organic waste, were installed inside the terminal building. Friendly videos encouraging waste sorting have since been released in the boarding lounges and arrivals lounge to spur passengers to do the right thing. There is a positive evaluation of waste-sorting measures undertaken in 2011: the waste sorting rate reached 37% in terminal T1 and the amount of incinerable waste fell by 16%. It is now important to consolidate the measures taken to continue this movement in the right direction.
In addition to these downstream measures, the airport also prompted reflection on the upstream waste cycle, because anything that is unused does not need to be thrown away. As in all shops and restaurants, perishable goods are sometimes removed from commercial channels while they can still be consumed. In 2011 Genève Aéroport therefore began collaborating with an association that collects consumable food products from various catering outlets and then distributes them the same day to charity centres in Geneva.
The airport authorities are implementing many measures to preserve biodiversity. These range from differential mowing to the installation of nesting boxes, via fighting neophytes (alien and invasive plants) and having beehives on the side of the runway.
Certificat La Fondation Nature & Economie décerne à
Genève Aéroport son label de qualité pour les aménagements naturels réalisés sur le site de l’aéroport.
Biodiversity
While certainly unexpected for an essentially industrial site handling millions of passengers a year, the airport has over 200 hectares of grassland. It is also home to around 130 species of birds and 220 various kinds of herbaceous plants.
Avec nos félicitations. Président du Conseil de Fondation
Membre du Conseil de Fondation
Ruedi Lustenberger
Franz-Sepp Stulz
Lucerne, le 13 décembre 2011
Fondation Nature & Economie - 1820 Montreux - www.natureeteconomie.ch
External promotion
The participation of over 600 Genève AÊroport staff in environmental and social projects, the airport’s presence at several events devoted to tourism development, and numerous sponsoring campaigns... in 2011 the airport frequently reached out to meet professionals and the general public. It also continued its evolution towards the increased use of new technologies aimed at serving and assisting its passengers, users and the public.
External promotion 41
42 External promotion
Through its sponsorship activities, participation at events and commitments in the city of Geneva, Genève Aéroport has a strong presence that extends beyond the strict limits of the airport site itself. Since 18 April 2011, Genève Aéroport has met and engaged with its passengers, customers and the public using a completely new visual identity. Launched at an official ceremony attended by the local press and many guests, the new logo and graphical standard was revealed with the symbolic unveiling of the newly installed airport terminal sign.
To ensure that the new logo has been omnipresent since, considerable work has taken place to list and then replace the former logo. Several hundred have been replaced, on everything from electronic devices to traffic signs, via uniforms, vehicles, stationery and other items and equipment visible to the public.
Completely redesigned website The year’s other major airport profile-related project was the complete redesign of the Genève Aéroport website.
In addition to a large amount of work on aesthetics and user-friendliness – essential for a page getting more than 10,000 visitors a day – the content has been revised and enhanced to help make the new website a true travel portal.
The airline timetable consultation function has been greatly improved and made more accessible and intuitive. Produced with an external partner, a travel reservation tool has been developed for the home page and many other useful features added. Genève Aéroport has also considerably strengthened its presence in social media, particularly through the continuous promotion of its Facebook page.
Events and promotions In 2011, Dubai-based Emirates was a particularly eagerly expected arrival and addition to the apron at Genève Aéroport. One of the world’s largest and fastest growing airlines, Emirates has benefited
from the airport’s extensive support and promotion programme. On the occasion of the first flight on 1 June, a major event at Genève Aéroport – which brought together VIP guests from across the region – provided a great welcome for Emirates’ president and a delegation from the UAE.
Genève Aéroport has implemented actions to ensure strong public awareness of this new air service, particularly through a joint public relations campaign with Emirates, as well as events for professionals and other promotional activities. Genève Aéroport’s prospecting continued in 2011. Aimed at enhancing air services for the airport’s already-strong network, priority was given to expanding target long-haul markets. The airport also participated in the main specialist air transport events. Similarly, in an ongoing action plan, cargo promotion was aimed at various players in the freight chain. Regarding tourism shows, Genève Aéroport was heavily involved in the new-format TTW – the annual gathering for travel agencies – which took place for the first time in Geneva.
External promotion 43
Finally, Genève Aéroport carried out several publicity campaigns in 2011, especially on air service developments and airport products. Shopping-related promotional activity was focused mainly on the new Arrivals Duty Free store, which was publicised in a cross-media launch campaign. Located immediately after security, the new store enables arriving passengers to make last-minute duty-free purchases.
Active sponsoring
Another highlight of 2011 was Genève Aéroport’s sponsorship policy, which provides significant support for clubs, events and festivals in four areas: sport, culture, tourism and charity. The geographical distribution of this sponsorship is based: on the one hand on the wish to get actively involved in the lives of neighbouring communes; and secondly on a wish to support major events and teams throughout the airport’s large catchment area.
International Airports Association). Working with these organisations, it provided its opinion on several aviation-related policy issues. In particular it participated in a hearing before the Commitees for Social Security and Health as part of the revision of the law on epidemics.
Service to the public
Genève Aéroport’s SSA staff are also present at a number of sporting and festive events to provide a rescue service, medical unit and technical equipment. They were particularly closely involved in the Geneva Festival, Lake Parade Montgolfiades, Blécherette airshow and Christmas Cup. For the professionals of the SSA, these commitments are both useful services for the public and a practical way to bolster their already-significant experience and expertise.
Beyond its sponsoring activity, Genève Aéroport provides other types of support. This includes being a sponsor of Genilem, a not-for-profit organisation whose mission is to increase startup companies’ chances of success, and therefore contribute to the revival and strength of the Swiss economy.
Umbrella organisations
Genève Aéroport is a member of two aviationrelated umbrella organisations: Aerosuisse (Swiss aerospace umbrella organisation) and SIAA (Swiss
Main sponsoring projects in 2011 Les Lions de Genève Forum de Meyrin Théâtre de Carouge Forum des 100 Genève Servette HC Caribana Festival Les Z’amis de l’OSR Festival du film d’animation d’Annecy Ski Romand Centre d’entrainement à la régate (CER) Fêtes de Genève
44 External promotion
2,400 hours for the community 2011 Genève Aéroport also became involved in corporate volunteering: it offered its staff the opportunity to carry out a social or environmental project for four hours. This was a way to help the community while strengthening team spirit and the links between airport divisions.
In all, 602 employees put on Genève Aéroport logoadorned T-shirts and took part in one of the 48 projects offered. Providing the community with a total of over 2,400 hours of assistance – the equivalent of 300 work days – this enabled organisations and communes to perform tasks they could not otherwise have done. It is also within this framework that, to deal with
the blood shortages facing Geneva’s hospitals, airport volunteers helped blood transfusion centre professionals to offer three days of blood donation services. This took place at the airport during particularly critical periods (August and late November).
Corporate volunteering: the largest projects Project Restoration Marais Mategnin Sorting food donations Blood donation logistical support Cleaning street furniture Wheelchair tennis tournament Emmaüs shop facelift Meals for disadvantaged Christmas hampers for disadvant. Schtroumpfs tournament Handkerchief sales TdH Social bric-a-brac
Partner Pro Natura Partage Centre transf. Sanguine Voirie Ville Genève Assoc. Swiss Open Emmaüs Carrefour-Rue Croix-Rouge Genève Assoc. Schtroumpfs Terre des Hommes Caritas
Location Participants Mategnin (Meyrin) Communes + Carouge Aéroport Bords du lac Genève Vernier Carouge Genève Aire-la-Ville Bernex Gd-Saconnex, Meyrin Plan-les-Ouates
89 48 38 34 29 26 25 24 20 15 15
Women and men
In 2011, responding to significant, long-term growth in passenger numbers, Genève Aéroport substantially expanded its workforce and reorganised its divisions. The airport continued its in-service training for staff and launched an extensive skills management plan. It also created a new tool to support and enhance occupational health and safety. In addition during the year, the planned merger of the airport’s (SSA) and City of Geneva’s emergency services progressed on schedule.
Human resources 45
46 Human resources
In 2011 Genève Aéroport created new jobs, the additional staff being recruited to respond to the continued growth in passenger numbers and to enhance service quality. The airport also created new roles to support the airport’s ongoing transformation and to help organise the increasing complexity of airport management.
As a result, for the first time Genève Aéroport’s workforce passed the 800-employee mark. On 31 December 2011 the airport employed as many as 837 people – 43 more than the same day in 2010, and 169 more than five years ago. Furthermore, to provide a complete picture of the situation, to this expanded workforce of permanent employees we must add 83 auxiliary staff. The largest increases in employment were seen in two departments, Passenger Security, and Infrastructure and Planning. This growth demonstrates Genève Aéroport’s commitment to enhancing passenger comfort and convenience by employing the staff needed to minimise waiting times at security checkpoints; and it reflects the airport’s many ongoing infrastructure-related projects.
This quantitative response was accompanied by structural changes. The expansion of Genève Aéroport’s senior management team in 2010 – now four-strong – was an opportunity to rethink the organisation and redefine roles and responsibilities. In 2011 this thinking became reality through various organisational changes.
Redesigned organisational chart
One aim of this reorganisation was to improve airside-landside links to ensure a more proactive approach and to strengthen abilities in managing complexity. During the year, the airport’s organisational chart was amended accordingly. To better accompany the passenger on his or her way, two divisions, Passengers and Operations, were combined into a new division, Operations Department. This division oversees the Reception & Protocol, Parking, and Runway and Apron Management System departments.
At the same time a new division was created to focus entirely on security. This brings together security officers and firefighter supervisors, who account for over a third of Genève Aéroport staff. Lastly, created in 2011, the new Airport Steering division has operational authority 24 hours a day and is responsible for coordinating and planning airport activity between Genève Aéroport’s various departments and its partners. These three divisions (“Operations Departement”, “Security” and “Airport Steerimg”), are attached to Operations management.
Progress with the ConvergenceS project In the area of safety, the ConvergenceS project aims to combine the City of Geneva’s (SIS) and Genève Aéroport’s (SSA) firefighting and rescue capabilities in one place, on the right shore. The project is intended to: further increase their operational capacity; expand their geographical coverage; and provide the SIS (Fire and Rescue Department) with a second fire station that is operational 24 hours a day. This will be achieved by the construction of a new fire station serving the needs of the airport and the whole region, in terms of both professional firefighters and emergency medical transport. In 2011 this project progressed according to sched-
ule. The joint facility will eventually have around 400 staff, with over a quarter coming from Genève Aéroport’s Airport Safety Service (SSA).
Publication of the second social report
Among its objectives, Genève Aéroport’s social report aims to provide another view of the company, explain recent organisational changes and detail various aspects of human resources. After the first edition published in 2009, a second version of this employee-focused communication aid came out in 2011. This document provides a wealth of concrete information to help communicate with all staff and create links between divisions.
Human resources 47
In-service training encouraged
Occupational health and safety
An airport includes very diverse activities. Genève Aéroport is no exception and has more than 150 different professions. Under these conditions, in-service training is highly important, especially as the specialisation of functions, the use of new technologies and increasingly complex operational constraints require the constant adaptation of working techniques. In 2011 Genève Aéroport therefore dedicated over 1.3 million francs in this area, without counting the considerable technical training required to keep its staff at the forefront of skills and qualifications.
A policy of occupational health and safety management was established several years ago. In 2011 it was revised and strengthened with the creation of the Occupational Health & Safety Committee (CSST), which aims to further improve safety standards and health protection for Genève Aéroport staff. From this perspective, CSST decided to adopt the strategy and means to begin and monitor the implementation of occupational health and safety management processes. By analogy, some of Genève Aéroport’s measures can also improve the health and safety of all site users, namely the staff of around 200 other companies at the airport, as well as passengers. Naturally prevention is an important aspect of implementing the occupational health and safety
To further improve its in-service training, place this at the heart of its corporate strategy and formalise its policy on the subject, in 2011 Genève Aéroport began an ambitious skills management project. This will eventually become a true, comprehensive and constantly updated human resources portal, enabling staff to receive job-related training as well as training linked to their wishes and development needs. The initiative will improve not only the management and preparation of internal transfers, but also the identification and development of talent. By doing this, Genève Aéroport can plan and prepare staff replacements to cover natural attrition and therefore guarantee the company’s long-term future.
management process. This takes priority to prevent and avoid threats to health (through risk analysis and preventative measures) and also, in the event of problems, to limit their consequences on the individual and prevent repetition. In 2011 therefore, Genève Aéroport made a major advance with an analysis of jobs thought to have risks, a necessary step in establishing a firm action plan. This policy’s other pillars are staff medical management and health promotion. Each year this promotional activity focuses mainly on preventative campaigns and on specific actions such as paying for staff vaccinations against seasonal flu.
48 Key figures
Key figures 2011 • 837 employees
• 13.1 million passengers
• 189,121 aircraft movements
• 31.5% more passengers in five years
• 7% more aircraft movements in five years • 54 airlines
• 124 direct destinations
• 344.8 million francs in turnover • 64.6 million francs of net profit
• 32.3 million francs of profit paid to the State • 71.3 million francs of investment
• 132.8 million of profit paid to the State between 2007 and 2011 • 345 million francs of investment made between 2007 and 2011 • A total of 9,500 jobs on the airport site, in over 200 companies • 108 check-in desks in the main terminal
• 100 sales outlets open seven days a week • Total area of 340 hectares
• Single concrete runway of 3,900 metres
• Fully equipped freight hall of 24,000 square metres
Conception & Redaction : Genève Aéroport Layout : Dune Graphic Traduction : Airstream Copywriting Services
Photo credit : E. Delacrétaz, S. Pointet, B. Coulon, Genève Aéroport (J.-L. Altherr, P. di Biaggio), ACI World (C. Waddell), SITA, Lightmotif (C. et V. Blatt) Printed in Switzerland at SRO - Kundig Satimat Green Paper (60 % of recycled fibers and 40 % of virgin fibers FSC)
Annual report 2011
Aéroport International de Genève P.O. Box 100 | CH-1215 Geneva 15 | Tel. +41 22 717 71 11 | Fax +41 22 798 43 77 www.gva.ch | info@gva.ch