From Landing to Take-off: We Care!

Transcription

1 Profile 2010 From Landing to Take-off: We Care! : Ground Handling : Cargo : Fuelling : Executive Aviation : Aircraft Maintenance : Aviation Security Swissport Profile 2009

2 Swissport International was named Global Aviation Ground Services Company 2009 and Air Cargo Handling Agent The whole Swissport International team thanks all its business partners for their positive collaborations. Air Cargo Handling Agent Award Global Aviation Ground Services Company Award

3 Milestones of 2009 Content Overview March : Swissport International raises operating revenues 8.6% in 2008 : Swissport and Virgin Atlantic Airways conclude Europe-wide import cargo handling frame agreement CEO Message Industry Trends April May : Swissport earns ITM Award for the Global Aviation Ground Services Company nine times in a row ( ) : Swissport awarded new licence with CGS to offer special assistance (PRM) services at Zurich Airport : Swissport continues to win attractive new business despite the tough market environment Swissport Business Units and Outlook for 2010 Operational Excellence with Swissport Formula About Ferrovial Human Resources Management Facts & F : Swissport is named Air Cargo Handling Agent 2009 by ACM Facts & Figures July : Swissport Geneva has its operating licence extended for a further seven years to 2016 by airport authority AIG Corporate Structure and Group Executive Management : Swissport Geneva is to jointly found a new company named GVAssistance to offer special services at the airport, initially for a five-year period : Swissport Cargo Services becomes the first global handling company to provide monthly performance reports to the Cargo 2000 organisation September : Swissport Geneva introduces first-ever self-service lost-baggage reporting system October : Swissport obtains licence for Costa Rica : Swissport and easyjet extend their successful collaboration in Geneva November : Swissport wins Munich Airport ground handling licence ( ) December : Swissport and Aer Lingus Cargo conclude five-year collaboration covering ten stations Swissport Profile 2010

4 For 2010 the Swissport Group will be putting a particular focus on: : achieving and maintaining profitable and sustainable growth : continuing to roll out the Swissport Formula worldwide : further enhancing and refining its Human Resources Management and leadership : improving its cash position Per H. Utnegaard President & CEO

5 Review and Outlook 02 l 03 A message from the CEO 2009 will go down as one of the toughest years the aviation sector has ever seen, whose effects will continue to be felt for a long time to come. The airline members of IATA, the industry s umbrella organisation, posted an aggregate loss of some USD 11 billion for the year, and IATA expects its members to collectively suffer a further loss of as much as USD 2.8 billion for The business declines were felt especially strongly in the cargo and the logistics sectors, which were faced with bottom-line deteriorations of up to 50%. Alongside the global economic situation and its knock-on effect on the world s airlines and their business, the aviation industry was faced with three further major challenges throughout 2009: the constant uncertainty over the price of jet fuel, the migration of passengers from the premium segments into lower-price booking classes and the rapid growth within the budget-carrier sector. Encouragingly, the first three months of 2010 have brought some signs of recovery: the airlines are adding capacity again, seat load factors are rising, current bookings are more than 5% above their prior-year levels and the cargo segment is seeing even double-digit improvements on its 2009 performance. Aviation has been and will always be a cyclical business. This is why it is so crucially important that its various players should maintain maximum flexibility to respond to the industry s constant shifts and realign their processes as swiftly as possible to changed and changing conditions. Swissport responded early in 2009 to the new and more testing market conditions. The company successfully implemented several dramatic measures that included cost and personnel reductions adopting (and assessing itself by) a series of key performance indicators, optimising its processes through best practice, enhancing structures and workflows and further developing its employees competencies and skills. These endeavours have also helped further raise both our product quality and safety. Swissport was also delighted at the many successes that were recorded by its various business segments in the course of These included the winning of two major awards as best ground handler and best cargo handler, new handling licences for Costa Rica and Munich and the renewal of various existing handling agreements with major airline customers. The company also saw particularly strong results posted by its US, Swiss, Spanish, Algerian, and Brazilian operations. Working from this sound foundation, Swissport should make further steps forward in In doing so, our company will be putting a particular tactical and strategic focus on achieving and maintaining profitable and sustainable growth (in existing and new markets and with existing and new products), applying best practice to work processes worldwide (through the Swissport Formula), improving its cash position, and further enhancing and refining its Human Resources Management (through various leadership and performance initiatives) was a very, very challenging year, but we made it. I am greatly looking forward, together with our 32,000 personnel, to a 2010 in which we will there is no doubt in my mind achieve further extensive progress and development in our growth, revenue and profit, cash flow, Swissport Formula and leadership development. I have every confidence that Swissport will not only remain the world s best and most recognised ground handling company, but will further consolidate and build on its solid number-one position. Swissport Profile 2010

6 IATA outlook for 2010 On the outlook for overall profitability, IATA detected a divergence between more positive Asian airlines and more pessimism among European airlines. But, for the first time since January 2008, a majority of the members stated profitability had improved in the previous quarter (4 Q 2009) and 76% expect profitability to improve over the next twelve months. IATA s own forecast predicts that airline net losses will reduce from USD 11 billion in 2009 to USD 2.8 billion in Expectations for improvements in demand over 2010 have risen back to levels last seen in 2007, with over 82% of airlines expecting further gains in passenger demand and 72% expecting improved cargo demand. Swissport Baggage Services

7 Industry Trends and Swissport s Market Position 04 l will go down in the annals of aviation as one of the toughest years the industry has ever had to negotiate. Global passenger numbers suffered a 5 % decline, and cargo volumes slumped by a massive 20 %. The world s airlines reduced their capacities by around 3 % in response, and, according to their umbrella organisation IATA, they racked up an aggregate loss of a staggering USD 11 billion for the year. With the global nature of today s markets and goods and passenger flows, the general financial crisis had an immediate impact on producers and consumers alike that will continue to be felt for some time to come. The aviation sector has proved highly resilient in recent years, posting average annual growth of 5% despite the effects of 9/11, SARS, swine flu and other developments; but the global economy is unlikely to show signs of any tangible recovery before the second half of Not all the market s players have suffered to the same degree. The emerging markets have fared better on the whole, and are also recovering far more quickly. At the same time, the lowcost carriers are clearly gaining ground all over the world, and achieved further substantial growth last year. In Europe, one seat in three is now sold by a budget carrier. All airlines were able to raise their seat load factors last year (up to around a respectable 80%); but all carriers are also battling falling yields a dangerous trend for the longer term, especially given the current volatility on the fuel price front. Swissport was able to maintain its global sector leadership in 2009 and, despite a revenue decline, actually gained further market share. Swissport s strong positioning within the ground services segment was also reflected in its winning two major industry distinctions, as Global Aviation Ground Services Company 2009 and Air Cargo Handling Agent With its broad range of business lines and the superior quality of the services it provides, Swissport is confident that it can continue to stand out from its competitors is likely to reward those organisations that optimised their structures and processes in the crisis year of 2009 and kept (or gained) a firm grip on their costs. The world s airlines expect to suffer a further aggregate annual loss of USD 2.8 billion. But, encouragingly, many carriers have reported rising seat load factors for the first few weeks of the year, along with more frequencies and demand that is up to 3% higher than for the same period a year ago. Overall, however, we are likely to see the further continuation of three key industry trends: 1. market consolidation, 2. market liberalisation and 3. a firm focus on productivity and efficiency. Swissport Profile 2010

8 Swissport Ground Handling The way forward in 2010 will see Swissport expanding its footprint, paving the way for significant growth over the years to come as it benefits from the economic recovery, further liberalisation, outsourcing initiatives and market consolidation, based upon first-class, consistent service delivery, added value and a tailor-made commercial proposition.

9 Swissport Business Units and Outlook for l 07 Ground Handling Passenger and Ramp Services Baggage Services Ticketing Lost & Found Services Lounge Operations VIP Services Gate and Check-in Services Irregularity Handling Station Control Load Control Crew Administration Executive Aviation Handling Many further service products Outlook for Europe, Asia, Middle East and Africa 2010 Based upon the economic statistics and the traffic forecast, we expect a stabilisation of the traffic in Europe with a small increase in the second half of the year. On the other hand, we expect a partial recovery in the rest of the regions with medium single-digit growth. In Europe, Swissport will focus on gaining market share in mature markets (especially Spain, France and the UK), fostering liberalisation and further expanding in Eastern Europe and selectively participating in the market consolidation. In Switzerland, we expect a moderate growth as of Summer Timetable 2010 which will be slightly accelerated in the second half of the year. The cargo volume is recovering faster compared to the passenger transport. The new business in Germany (Munich) is focussing on a stabilisation of the start-up and the gain of new customers in 2010 and In Africa, our successful and stable operation in Algeria should allow us to further expand in the North Africa region. In addition, on top of our sizeable and mature businesses in South Africa, Tanzania and Kenya, entry is being evaluated to markets in other developing countries. In Asia, the efforts will go into the expansion in Japan, benefiting from the opportunities being brought by the inauguration of the new terminal in Haneda and outsourcing initiatives. China and India are our further priorities in the region. Product-wise, our broad network and background will allow us to offer to our customers tailor-made solutions with an endto-end service approach where on top of the traditional ground handling services, customer-related services and speciality services (fuelling, aviation security and line maintenance) will be incorporated. The successful experiences over the recent years in hub handling (at Zurich, Kiev, Johannesburg, Larnaca and elsewhere) will support our ambitious programme in this respect, with added value proposals to our key customers. Americas outlook for 2010 All the indicators seem to say that the worse is over, although recovery will be very slow in the market. We expect no major increases in traditional ground handling market opportunities in Latin America will be stabilising in 2010 as the market and new carriers settle down; we have some new opportunities with Costa Rica and other new countries we are contemplating with the variety of services we offer. North America we believe will remain stable in 2010 as the economy mainly in the USA starts to pick up. Some new environmental regulations in the de-icing arena are affecting the industry and we see this as a new opportunity for Swissport. We have created a new product called Environmental Services which specifically targets solutions to this new regulation. Continued focus on cost control throughout the organisation will continue as we enhance the tolls and processes we have. Swissport Profile 2010

10 Swissport Formula Cargo The Swissport Formula is a new initiative that will be implemented throughout It is comprised of 10 clear principles that will be embraced by the organisation to ensure we maintain a competitive edge within our industry. The principles are: Swissport Cargo Services 1. Drive our performance forward by daily measurement of operational and quality key performance indicators (KPIs). 2. Alignment of KPIs throughout the Swissport network. 3. The ability for line managers to review and improve the business daily. 4. A lean organisation and structures optimised to each station s size and operational complexity. 5. Clear, documented deliverables driven by action plans and management attention. 6. Optimised planning based on forecast demand and historical data. 7. Establishment of common standards and the sharing of best practice. 8. Analysis of errors and customer interaction to raise performance levels. 9. A system of active management with clear actions and deliverables to focus our attention on maintaining staff, customer and network relationships. 10. There is no second chance to make a first impression. Please visit our website at where regular updates will be given to show the status of this exciting new initiative.

11 Swissport Business Units and Outlook for l 09 Our Products Freighter Ramp Handling Ramp Transportation Freight Services Warehousing Integrator Handling Mail Handling Trucking Offline Handling Documentation (Import/Export) Call Centre and Airline Customer Services Tailor-made solutions Value-added services Outlook for 2010 The cargo market went through a dramatic change during 2009 and this made everybody look at the value of cargo handling agents. It also gave us the opportunity to reinvent ourselves and look where we can provide unique value to our customers and identify where we are different or could improve. The results of this have led us to establish three key initiatives for 2010: : Customer Relationship Management (CRM) : Integrator Handling Management : Swissport Formula Knowing how good yesterday s performance was across the network or an individual site is vitally important. Understanding where the issues are and how to address them, by when and by whom, should be second nature, but it is not in today s cargo handling world. It is our intention to implement Cargo 2000 (C2K) key performance indicators into our daily, weekly, monthly or quarterly reporting to customers to improve the customer experience. The normal day-to-day business will see more Swissport stations become C2K certified and local quality initiatives will also be looking for improvements in our service delivery to customers. One key driver for Europe in 2010 is the implementation of Swissport Formula within our cargo handling activities. This will bring a culture change to our business as we manage our business through KPIs and challenge every aspect of our business. Swissport Cargo Services was delighted to be recognised as the ACW Air Cargo Handling Agent 2009 by our customers against esteemed competitors worldwide. This truly was one of the highlights of the year as the award comes from our customer s customer and highlights the level of service provided by all our stations worldwide. The award is a testament to the warehouse, office and administration staff in our network as well as to the local management. It is teamwork that allowed this to happen. In 2010, Swissport will look to further develop global framework agreements (GFAs) with specific customers and incorporate the measurement metrics into our CRM. Also in 2010, we will see the opening of our new facility in Nairobi, Kenya (July) which will become our African flagship operation. Customer Relationship Management (CRM). Today s cargo handling world has seen many changes in cargo s position in the market and it has unfortunately become a commodity rather than a service. We need to adapt to this change and put some real quantitative quality drivers into play that differentiate Swissport from its competitors and bring value-added benefits to the customers. CRM is a process that we hope will bring these benefits back to the customer as well as allow us internally to manage the dialogue worldwide with the organisation at all levels to keep people informed of developments, discussions and quality drivers. CRM is all about the customer experience and within Swissport it is about the internal and external focus on the customer. Integrator Handling Management. Swissport is looking at how we can reduce the costs for integrators by incorporating our core services with those of an integrator by extending our operating window, reducing the need for expensive on-airport warehouses and sharing ground support equipment. It s a new service which will also expand the footprint of Swissport cargo handling globally. Swissport Profile 2010

12 Swissport Aviation Security has a workforce of some 1,100 employees who provide security services for more than 40 customers in 13 countries. The services offered include travel document verification, access control, passenger interviewing, baggage reconciliation, aircraft guarding, cargo and hold and hand baggage screening, security training, and threat and vulnerability assessments. Outlook for 2010 Swissport/NASS have the right tool to enhance security with their proven Behaviour Pattern Recognition (BPR) TM methodology. We want to spread our knowledge and our training programmes with a focus on North America and Europe. The latest terror attempt proved that technology is not enough. Checkport We see also substantial growth on the African continent with more airlines (US and European) servicing more destinations in Africa. In Europe and the USA the Cargo Security Supply Chain concept of Regulated Agent and Known Consignor is vital in any effort to achieve maximum cargo security. Swissport Aviation Security will play an active role as an Independent Validator (of Known Consignors) on the one hand, and by providing certified cargo screening facilities on the other.

13 Swissport Business Units and Outlook for l 11 Swissport Aircraft Maintenance (SAM) operates at 16 airports in the USA and at 6 locations outside the USA providing line maintenance support on a scheduled and on-call basis. Outlook for 2010 As the aviation industry recovers from the continuing economic challenges, Swissport Aircraft Maintenance stands ready to support all line maintenance activities, providing our customers with superior technical and managerial tailormade solutions. Our services include transit/ turnaround services, ETOPS/CAT II/III, daily services, A checks, RON checks, airworthiness releases, technical support/maintenance, material handling/inspection/storage, quality control and auditing. GSE Maintenance and ULD. This unit operates at over 20 airports in 5 countries around the world. It manages and maintains a ground support equipment fleet of more than 5,000 units worldwide. Swissport Fueling Services (SFS) provides into-plane fuelling services and ground support equipment (GSE) refuelling services as well as the maintenance and operation of on- and offairport fuel storage and distribution systems. SFS refuels all types of aircraft with fixed hydrant carts, hydrant trucks and tankers utilising electronic data capture providing customers with real-time information. Outlook for 2010 The US airline environment continues to be linked with the US economy and organic growth will occur as flights increase with an improvement in the economy. SFS will continue to expand and diversify its service offering including on-airport GSE refuelling and refuelling services at centralised rental car facilities. Swissport Executive Aviation (SEA) & PrivatPort provide upscale ground handling services to the international community of operators and executives who rely on corporate or private jets at close to 55 stations. Our bases deliver a five-star personalised service for passengers and crews. Outlook for 2010 The first positive figures show, some executive aviation markets enjoyed remarkable growth. We therefore continue to believe that we shall see a slightly erratic if slow recovery in the year ahead and there are other signs that support this conclusion. Swissport Profile 2010

14 Benefits for Swissport customers: : Improved choice and access to innovative services worldwide : Optimised solutions for global and local needs : Interoperability and compatibility of services between stations worldwide : Consistent quality and reliability : Well-trained management and staff : Savings made through application of standards

15 Operational Excellence with Swissport Formula 12 l 13 Innovation, efficiency and agility are prominent characteristics of a successful and future-oriented company. Efficient and secure operations enable a sustainable basis for development and grant costumer confidence and satisfaction as well as lower costs. With Swissport Formula, customers and employees experience the benefits of global alignment, standardisation and consistency. Swissport wants to remain the industry benchmark in terms of delivering optimum quality coupled with high productivity and competitive costs. Standardisation and global alignment play an important part in ensuring the achievement of this ambitious goal. Swissport s customers should not depend on an individual service level for a station, country, region or continent, but should benefit from a global and consistent superior level of quality service. With Swissport Formula we are able to ensure that people, systems, processes and technology are properly positioned in order to provide the perfect service for the local needs of our customers. Swissport Formula is another trump played at the right time in the right place. With Swissport Formula we are sure to lead our team to perform efficiently and offer the best quality service on-site. Swissport Formula wants to change the company culture from a local understanding of the Swissport way of doing things to a more global approach. Tried-and-trusted procedures are to be reinforced with the Swissport core values. The midpoints for the implementation of Swissport Formula are the employees. With a standard basic training programme and a common approach for the usage of standardised tools, we want to transfer knowledge, share insights and improve quality. A standardised language and terminology facilitates communications and allows the provision of customer-oriented service. The combination of management training and the external views and opinions of the Swissport Formula team members will add value to our business. To support all human efforts, the Swissport Zurich Resource Competence Centre and Swissport International developed a tool known as Tactical Operations Management System (TOMS). The system is currently being rolled out globally throughout the Swissport organisation to consolidate data from different sources. At the same time it gives a detailed picture of how the business of each department, station or even the whole organisation is performing. The international Swissport Formula team has already acquired invaluable experience in 6 stations in Spain, 5 in the UK, 30 in the USA, 1 in Ukraine, 2 in France and two in Tanzania. The implementation of Swissport Formula in the cargo business is planned for 2010, initially at the Frankfurt, Amsterdam, London Heathrow and Geneva stations. In the regions where it has been implemented to date, Swissport Formula has helped in motivating the local management to establish a new management style and to start a worldwide cultural change. As changing the culture is a long-term process, we still have a long way to go. But we are on the way and we are moving fast. Swissport Profile 2010

16 Barajas Airport, Madrid

17 About Ferrovial 14 l 15 Ferrovial is one of the world s largest private operators of transportation infrastructure and a leading services provider. As one of Spain s most international companies, it generates net revenues of more than EUR 12 billion a year, has operations in 49 countries and assets totalling approximately EUR 44 billion. Ferrovial s business model is focused on end-to-end infrastructure management, design, construction, financing, operation and maintenance. To this end, the company is active in complementary sectors such as airport and toll road construction and operation, as well as services. Ferrovial has invested a total of USD billion in transport concessions since 1985, leading the latest worldwide ranking published by the esteemed US-based publication Public Works Financing. In October 2009 Ferrovial merged with its toll roads subsidiary Cintra and Íñigo Meirás was appointed as the group s new Chief Executive Officer. The resulting company is larger and sounder, and has a stronger balance sheet, while its shares now enjoy greater liquidity and stability. The group s diversification both in its business lines and geographically has brought stability to Ferrovial, which prides itself on having 90% of its major assets in leading developed countries (OECD) such as the UK, the USA and Canada. Around 65% of the company s revenues and 85% of its EBITDA come from outside Spain. The company had an average workforce of 108,117 employees for the year 2009: 11.96% to be found in the Airports division; 0.33% in the Corporate Head Offices; 12.83% in Construction; 70.65% in Services and 4.12% in Toll Roads. Across all its business lines, 39.8% are located in Spain, and 22.8% are located in the United Kingdom, principally in the Airports and Services divisions. In terms of acquisitions, one of the most notable has been that of BAA, the world s largest airport management company, in This went down in history as one of the largest overseas operations ever undertaken by a Spanish company. Both the investment in BAA and that in Swissport, in August 2005, have clearly shown the group s long-term commitment to the aviation industry. Ferrovial is a company that has two clear business profiles. The Airports and Toll Roads businesses dictate a profile which is intensive in capital, with negative short-term net income but with increasing cash flow generation in the medium and long term. The second profile that of the Construction and Services businesses is more industrial, and not as capital-intensive, generating a lot of cash flow and a positive net income. As a whole, Construction and Services give EBITDA of around EUR 600 million a year. Ferrovial has been selected from the construction and engineering sector by AIS for its Triodos mutual fund. In terms of Corporate Responsibility, Ferrovial s policies have earned the company a place in the FTSE4Good, ASPI Eurozone and Ethibel indices, as well as being listed on the Dow Jones Sustainability Index for the past eight years, in both the European (DJSI STOXX) and worldwide index (DJSI World). Swissport Profile 2010

18 Our shared goal is excellence Swissport believes in quality, customer orientation, and delivering top-class service at all levels. Every employee is expected to live up to our corporate values: after all, the culture of a company becomes evident in its employees attitude toward the customer. Our three core values are: People Respect cultural differences and do our jobs with enthusiasm. Our passion is making the customer s visions come alive. Professionalism Be pioneers and actively explore new opportunities that focus on achieving sustainable results. We do not compromise on safety. Partnership Strive to exceed the expectations of our customers and keep the promises we make. Constantly deliver excellent service: at all times, in all locations. The World of Swissport

19 Human Resources Management Because People Make the Difference 16 l 17 Swissport s global workforce of over 32,000 employees drawn from more than 100 different nationalities and cultures carefully looks after customer needs 24 hours a day at 176 stations in 38 countries. This is about much more than just delivering a service. It s about caring, a smile, a spontaneous gesture or a helping hand, to simply make the difference. Peter Moser, new Executive Vice President Human Resources, and his human resources core team have the challenging task of responding to the growing importance of personnel affairs and concerns in today s fast-moving corporate world. Human Resources Management (HRM) means, in simple words, employing people, developing their resources, utilising, maintaining and compensating their services in tune with the job and organisational requirements. But in fact, it is much more than this: It s about showing respect towards people and their values by working with enthusiasm and enjoyment. The goal is to create structures that can cope with permanent change and empower employees to provide the same high-quality service all over the world. That s why HRM is at the centre of our business efforts. Our main objective is to further increase our professionalism in managing human resources (HR) by fostering standardisation, where applicable, and aligning a decentralised organisation towards common HR principles and goals. The real challenge is to find meaningful and common denominators in a diverse and dynamic organisation. The fist cornerstone on our new HRM was the definition of an HR strategy. The strategy was developed based on a generic analysis, on discussions and input from various stakeholders. Essentially, we defined seven strategic goal areas we want to work on during the next few years: 1. Swissport s core values 2. Performance management 3. Management development 4. Succession planning 5. Compensation & benefits 6. HRM metrics 7. The vertical and the horizontal alignment of human resources procedures & policies During the introductory phase of our various new HR principles, we want to concentrate on the following four main topics: core values, performance management, management development and succession planning. The newly appointed HR core team is now in charge of strategy implementation in all operational regions. The core values defined describe a natural belief in our employees: every team member is expected to live our corporate values. In our endeavours to achieve and maintain management excellence, we want performance management to be part of our leadership culture. After all, the culture of our company will be evident in our employees attitude to our customers. During 2010 we will roll out the development assessments, primarily with our station managers, and follow up with all the defined principles and priorities towards excellence to We are confident that HRM will play a vital part in ensuring employee engagement, customer satisfaction and our success as a company both today and in the future. Swissport Profile 2010

20 Revenue development (in CHF million / USD million / EUR million) 1998* 1999* 2000* CHF ,032 1,041 1,056 1,149 1,295 1,499 1,714 1,891 1,896 1,690 USD ,032 1,041 1,056 1,149 1,295 1,499 1,714 1,891 1,896 1,690 EUR ,143 1,261 1,264 1,127 (USD 1.00 = CHF 1.00 / EUR 1.00 = CHF 1.50) * Figures for 1998 through 2000 are unaudited. In those years, Swissport was a unit of SAirGroup and was not required to publish separate figures for ground handling activities. Revenue by region Switzerland & Europe Americas Asia / Middle East / Africa 50 % 45 % 5 % Swissport Zurich welcomes A380 Share of revenue by activity Aviation Speciality Services Cargo Ground Handling 6 % 20 % 74 %

21 Facts & Figures 18 l 19 Growth by employees Top 20 customers by revenue Other (2009) key figures Top 20 customers by revenue (2009) Growth by stations Swiss International 8,000 Air Lines Ltd. No. of flights handled Deutsche Lufthansa 15,000 AG (in millions) Ryanair 17, KLM Royal 17,000 Dutch Airlines United Airlines 18, easyjet 20, Gol Transportes 21,000 Aereos South African 23,000 Airways Air France 27, Virgin Atlantic 30,000 Airways Singapore Airlines 33,000 Monarch Airlines 32,000 Cargo tonnes handled Delta Air Lines (in millions) WestJet Airlines Ltd British Airways 2004 Northwest Airlines Cyprus Airways Flybe Ltd Mexicana Emirates Airline customers Air France British Airways Cyprus Airways Delta Air Lines Deutsche Lufthansa AG easyjet Emirates Flybe Ltd. Gol Transportes Aereos KLM Royal Dutch Airlines Mexicana Monarch Airlines Northwest Airlines Ryanair Singapore Airlines South African Airways Swiss International Air Lines Ltd. United Airlines Virgin Atlantic Airways WestJet Airlines Ltd. Swissport Profile 2010

22 The Swissport mission : Strengthening our number-one position : Swissport is the leading global airport and aviation service provider in terms of quality, reliability, customer dedication, growth, innovation and network coverage. : We offer a wide range of products at optimum value for money, and achieve an attractive return on investment for all the parties involved. : Our mission is to be a reliable and professional contributor and a recognised partner in creating value and results for all our stakeholders. Back: Peter Moser, John Batten, Philipp Joeinig, Alvaro Gómez Reino, Erich Bodenmann, Johannes C. Spindler Front: Stephan Beerli, Juan José Andres Alvez, Per H. Utnegaard, Richard van Bruygom

23 Corporate Structure and Group Executive Management 20 l 21 President & CEO Per H. Utnegaard Finance Alvaro Gómez Reino EVP Legal Affairs Johannes C. Spindler EVP Business Development & Group Services Philipp Joeinig EVP Human Resources Peter Moser EVP Strategic Projects Erich Bodenmann EVP Marketing & Communications Stephan Beerli Marketing Dynamics Ground Handling Europe / Asia / Middle East / Africa Juan José Andres Alvez EVP Ground Handling Switzerland & Germany Adrian Melliger SVP Ground Handling Americas Richard van Bruygom EVP Cargo Services John Batten EVP Algeria Bulgaria Cyprus France Greece Israel Japan Kenya Korea Poland South Africa Spain Tanzania Ukraine United Kingdom Basel Geneva Zurich Munich Argentina Brazil Canada Costa Rica Dominican Republic Mexico Peru USA Algeria Aruba Austria Belgium Bonaire Brazil Canada Curaçao Cyprus France Germany Greece Honduras Hungary Israel Italy Japan Kenya Korea Mexico Netherlands Peru Russia South Africa St Maarten Switzerland Tanzania United Kingdom USA Venezuela Aviation Security Services Executive Aviation Services Checkport Switzerland Swissport Aircraft Maintenance Swissport Fueling Services Swissport CFE (overnight freighters) Hallmark Aviation Services Swissport Profile 2010

24 Contact Swissport International Ltd. P.O. Box 8058 Zurich-Airport Switzerland P: F: