Curaçao Airport Holding N.V.
Operational Plan
2010
Curaçao Airport Holding N.V.
Margaret Abraham Plaza z/n
Curaçao
Nederland's Antilles
October 2009
FINAL version
1
Content
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
1.
Introduction
2.
Strategic framework CAH
3.
Evaluation execution of Operating Plan 2009
4.
Strategic focus areas 2010
5.
Targets FY 2010
6.
Targets allocation
7.
Consolidated budget for 2010
8.
Conclusions
2
1. Introduction
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this Operating Plan of Curaçao Airport Holding (CAH) the strategic focuses for 2010 are outlined. This
plan has been prepared by the Management of CAH. CAH annually defines its corporate focus areas and
objectives in order to realize its mission and goals as outlined in the approved ‘Strategic Master Plan
and Business Plan 2008 – 2012’. Strategies, targets and indicators are directly related to the Core
Processes and are an integrated part of CAH's performance management.
The following topics will be addressed in this plan:

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Strategic framework CAH
Strategic focus areas 2010
Targets FY 2010
Targets allocation
Finance
Conclusions
The execution of this plan will be impacted by internal (e.g. to further professionalize the CAH
organization) as well as external factors (e.g. the vision of the new strategic partner).
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2. Strategic framework CAH
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
The strategic framework describes the vision, mission, core processes and objectives of CAH. The strategic
framework is the basis from which the strategic focuses and targets for 2010 are derived. The objectives are
derived from the ‘Logistic Hub Master Plan’ of Curaçao , and directly related to the role of the Airport. These
objectives are approved by the Island Council. The strategies are in line with the defined objectives. These are
derived from the ‘Logistic Hub Master Plan’ and the CAH Business Plan.
The Corporate Message is – in addition to the approved vision and mission – a strong believe, developed by the
determination and commitment of the holding to realize its vision, that enhances CAH’s real being. It’s this
message that includes as well its target as its vision, it explains what CAH is doing and why;
“Curacao Airport Holding sees Curacao International Airport as a ‘Hub’, connecting the
Americas, transforming from an airstrip into an Airport City; a dynamic environment
attracting aviation and non-aviation linked businesses of all types, stimulating and
facilitating increasing of passengers and cargo traffic and creating a powerful engine for
the necessary economic development of our Island.”
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2. Strategic framework CAH
Operational Plan 2010
Curaçao Airport Holding
(continued)
Oct 2010
Vision
By 2016, Curaçao International Airport is the most efficient, provides the highest quality of service worldwide and is first in the number of passengers and cargo volume (in the
Caribbean) and be recognized globally as one of the top international airport Hubs for trusted, value-generating airport services
Mission
To manage HIA and Hasco in order to develop and maintain the Curaçao Airport Complex into the number one
Logistic Aviation Center in the Caribbean
Core Processes
Airport Operations
Outsourcing, supervision, stimulation
and facilitation of the daily operations
Airport City Development
Outsourcing, supervision, stimulation,
facilitation of - and partnering in
the development of the Hasco territory
Asset Management
Creating a strong and recognized
organization that supervises the strategic
partners and ensures return on investments
Economic Development
Re-structuring the aviation industry and
attracting new international
‘transfer and transshipment’ business
Objectives
Partnership Alignment
Airport Complex
Infrastructure
Airport City Development
Airport
City
Asset
Management
Airlift Development
Economic
Development
Attract Business
Derived Strategies
Indicators
Targets & Activities
Derived Strategies
Indicators
Targets & Activities
Stimulate Development
Derived Strategies
Indicators
Targets & Activities
Improve Operations
Derived Strategies
Indicators
Targets & Activities
Professionalize Organization
Airport
Operations
High Quality
of Services
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3. Evaluation execution Operating Plan 2009
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
The year 2009 can be characterized as the year where A-port was inaugurated as the new Strategic
Partner for the Development Operations and Management of the Curacao International Airport, as a
result of the takeover approval of the Alterra shares in January 2009.
CAH has welcomed A-port and worked closely with its new strategic partner to activate the details of the
Clarification Agreement, with the focus to bring the airport operation on ‘cruise control’ level. The actions taken
by CAH as set out in the Operational plan 2009 have given CAH sufficient ‘steering-tools’ to pressure the
improvement of the efficiency and effectiveness of the airport operations and service level to the customers, in
the many committees and workgroups that CAH now participates in as part of the Agreement with A-port.
Besides its own effort to initiate the development of the excluded territories such as the Hato Office Park and the
Spaceport development opportunity, CAH has worked hard on the implementation of the Heads of Agreement,
focusing on the execution of the Project Organization, responsible for the Master planning and Marketing of the
Airport City concept.
The CAH organization has grown and matured by further strengthening the competences of the workforce and
optimizing the financial administration, management information structure and the start up of a professional
Strategic Communication action plan.
CAH has contributed significantly in joined efforts to attract airlift, renewal of the aviation policy and structure
and alignment of the Logistical Hub vision. The long haul Low Cost Carrier model to connect North and South
America through Curacao, which CAH has created in cooperation with IATA, has encountered local resistance.
However in continuous negotiating with GOL and other LCC, new opportunities are being investigated on how to
become the Hub of choice in the Caribbean - “Connecting the Americas”- in time for the World-Cup and
Olympics in Brazil in the years 2014 and 2016.
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3. Evaluation execution Operating Plan 2009
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Looking back at the Operational plan for 2009 the following can be concluded;
Airport operations;
Almost all targets have been addressed satisfactory, except the realization of an upgraded Master plan by CAP
and the initiation of a Maintenance Program. These have been negotiated as a part of the Clarification
Agreement, which will be addresses next year under the responsibility of A-port. Conducting DOMA and nonDOMA related assessments has become a regular way of doing business.
Airport City development;
The negotiations for the Definitive Agreement for the establishment of the Project Organization will be realized
before the end of 2009. CAH has started the creation of an Action Plan for the proper Property Management of
the related area, which (partly) have to be adopted by the Project Organization next year. The kick-off for
creating a conceptual outline for the Master planning and marketing of the Airport City has been initiated with
Arthesia / Nuesch, enabling the realization of the Master Plan for Area B&C next year. CAH is negotiating some
project opportunities with potential developers/investors for the development of the HATO Office Park and
started the marketing of the excluded territories in order to trigger commercial development.
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3. Evaluation execution Operating Plan 2009
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Looking back at the Operational plan for 2009 the following can be concluded;
Asset management;
The professionalization of the CAH organization and workforce has been executed satisfactory. Due to the
workload the monthly department reporting procedure has been delayed but will be addresses next year to
improve the internal communication and reporting. Digitalizing and automating of the information infrastructure
will remain a continuous focus area. PR & Communication has become a major focus area in 2009 and a
comprehensive Communication Action Plan for the positioning of CAH and its projects has been worked on to
ensure optimal implementation in the years to come.
Economic Development;
CAH, as part of the advice group, has completed her advice report towards the Island Territory related to the
proposition for an aviation policy and structure. The study for the regulatory framework has been taken over by
Deloite & Touche. CAH has been actively participating in the Airlift Development Committee which jointly
resulted in negotiation with several air carriers. Continuous negotiation with LCC and cargo carriers have taken
place to position Curacao as the Hub of choicein the Caribbean. Results are expected in the years to come.
Participation in Logistic related workgroups has become a standard activity as CAH thrives to develop areas
overgrowing the direct airport related interests.
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4. Strategic focus areas 2010
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the strategic focus areas for 2010 are defined. These focus areas are in line with the
strategies as set out in the approved CAH Strategic Master Plan and Business Plan 2008 – 2012.
Main Focuses for 2010 and the years to follow;
Operational Excellence
Operational excellence is one of the main focuses of CAH. By means of the Clarification Agreement and
continuous partnership building with A-port, CAH believes to have created the right environment to optimize the
airport performance and service level to customers.
Airport City Development
With the execution of the Project Organization a joined effort will take place to initiate a professional Master
planning and Marketing process for the realization of the Airport City.
Hub Development
CAH believes that Curacao International Airport should facilitate the growth in Tourism, but should focus on
exceeding this growth by creating connectivity and air-routes between the America’s. CAH’s focus must be on
creating transit – and transfer connections for pax- and cargo and ensuring the right facilities and infrastructure
to become the Hub of choice in the Caribbean - “Connection the Americas” - in time for the 2014 and 2016
World-Cup and Olympic Games in Brazil.
Corporate Social Responsibility
Between al this ambitions and commercial targeting, CAH recognizes its position as a government agency and
its responsibly towards the Island of Curacao and its people. CAH will put all efforts to prove itself to be a good
corporate citizen.
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4. Strategic focus areas 2010
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes
Airport Operations:
Strategies 2008 - 2012
Strategic focus areas 2010
Align Master Plan and Business Plan
of CAP with CAH Vision and
international standards, by mutual
agreement
Align Master Plan and Business Plan of
CAP
Stimulate and pressure airport
performance and airport operations
effectiveness and efficiency
Conduct DOMA related and non DOMA
related activities in order to stimulate,
pressure and ensure optimal operations
performance
10
4. Strategic focus areas 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes
Strategies 2008 - 2012
Strategic focus areas 2010
Airport City development:
Align development and opportunities
with Logistic Hub vision and long term
Airport and Island interests with
strategic partner
Implementation of organizational structure
and Work Plan for the Project Organization
and Hasco
Upgrade Business/Master Plan Airport City
Development for Area B&C
Determine Marketing and Sales Strategy for
Airport City Development
Target and attract businesses to
facilitate integrated hub services, spinoff business and green space
development
Attract developer/investors and monitor
development(s) for area B&C
11
4. Strategic focus areas 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes
Asset Management:
Strategies 2008 - 2012
Optimize professionalism of CAH
organization
Strategic focus areas 2010
Optimize the management information
infrastructure (achieve, reporting and
documentation)
Further embed Corporate Governance
within the organization
Ensure compliance of all contractual
obligation of CAH and subsidiaries
Further improve Financial Administration
Improve marketing position of the
airport complex as an investment
opportunity
Implement and optimize PR &
Communication strategy
12
4. Strategic focus areas 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Core processes
Economic Development:
Strategies 2008 - 2012
Strategic focus areas 2010
Implementation of Regulatory Board
Assist in study and implementation of
Regulatory Board
Develop air routes from South
America to North America Europe to
South America through Curaçao
Perform studies for Development of HUB
and economic impact
Attract new carriers and/or routes for O&D
services in cooperation with Air-route
Development Committee
Attract new carriers for Transshipment and
Cargo activities
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5. Targets 2010
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the targets for 2010 are defined. These targets are in line with the defined strategic focus areas
2010 as outlined the previous chapter. These are also clustered per core process.
For each target, the respective objective, critical success factors, performance indicators, norms, core activities,
time frame, expected results and deliverables are defined.
These targets will be allocated to the responsible professionals and incorporated in their performance contracts
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5. Targets 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Airport operations (continued)
1. Align Master Plan and Business Plan of CAP
Objective
 Alignment of CAP Master /
CSF
 Installation of
PI
 Minutes of
Business Plan to the vision
of Curaçao Airport Holding
Committee for
preparation of
Master /
Business Plan
Meetings
Draft Master /
Business Plan
Time frame
Expected results
Deliverables
 Q2
 Aligned and
approved
Master Plan/
Business Plan
of CAP
 Partnership
approach in
implementatio
n
Norms
Included but not
limited to:
 DOMA
 Clarification
Agreement
 International
Best Practices
 CAH Master &
Strategic Plan
Core activity
 Conduct regular
meetings with
Committee
 Approval of Master/
Business plan
 Continuously working
on implementation
according to the plan
and common vision
General observations:
Aligned and
approved
Master Plan/
Business Plan
of CAP
The upgrading of the Master Plan and
Business Plan of CAP has been executed by
CAP in 2009 (according to the DOMA) and is
expected to be presented in 2010.
- CAH can only influence the direction of the
Business / Master Plan according to the
Clarification agreement and by negotiation
and promoting the LG vision, and the long
term airport- and Island interests.
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Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Airport operations (continued)
2. Conduct DOMA related and non DOMA related activities
Objective
 To ensure airport
CSF
 CAP commitment
performance and
Service level to
customers
PI
 ASQ survey
 Customer
 DOMA
 Clarification
Service
Management
survey
 Monthly Facility
& Security
Meetings
Agreement
 ASQ survey
 Customer Service
Management
survey
 Schedule 5.8
 Q-ly Operational
Management
Meetings
 Half-year
schedule 5.8
reports
Time frame
 Q1 – Q4
Expected results
Norms
Deliverables
 Agreed upon QMS
 Agreed upon
and MP
 Improved service
level of the airport
 Increased control
over CAP
 Increased
performance of CAP
QMS
 Agreed upon MP
 Assessments
reports 1 t/m 5
 Agreed upon
corrective
actions
 PFC Agreement
Core activity
 Monitor and
participate in
execution of
assessments 1 t/m 5
 Agree on – and
monitor corrective en
preventive actions
with stakeholders
 Assist and participate
in development of
Quality Measurement
System (QMS) and
Maintenance Program
(MP)
General observations:
The following agreements and reports are used as steering
tools; 1. Clarification Agreement
2. ASQ reports
3. Cust. Service Survey (CSM)
4. Schedule 5.8
5. PFC Agreement
The following assessments are to be in place:
6. QMS
7. Maintenance Program
16
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Airport city development
3. Implementation of organizational structure and work plan for
Project Organization and Hasco
Objective
 To set up an
effective
organization with
clear roles and
responsibilities
for the
development of
area B&C (Airport
city) with A-port
CSF
 Execution of
Project
Organization
according to the
Heads of
Agreement
PI
 Implemented
Project
Organization
 Approved study
and marketing
program
 Approved Property
Mgt Plan Area B&C
Norms
 National laws
 Heads of
Agreement
 Shareholder
Agreement
Core activity
 Implementation of P.O.
structure.
 Determine Feasibility
Criteria
 Set up and execute Work
Plan for P.O. ;
 Participate in study and
marketing program
 Set up and execute
Property Management
Action Plan;
 Controlling & Operations of
Area B&C
Time frame
 Q1 – Q2
Expected results
 Insight & control
over the area
B&C.
 Clear Roles &
Responsibilities
between Hasco,
CAH and A-port
Deliverables
 Feasibility Criteria
 Action Plan for
controlling &
operations of Area
B&C
 Study & marketing
program
 Organized Project
Organization
General observations:
A-port and HASCO agreed to participate in ‘Project Organization’
(PO) on a 49/51% basis as agreed upon in the Heads of
Agreement.
17
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Airport city development (continued)
4. Upgrade Master Plan and Business Plan Airport City
Development for Area B&C
Objective
CSF
 To create a common
 Agreed upon
vision and
implementation plan
for the realization of
the Airport City as part
of the Logistic Hub
 To Upgrade and align
the Business / Master
plan for Area B&C
Feasibility
Criteria
 Established
Project
Organization
PI
 Study reports
 Business/Ma
ster Plan area
B&C
Norms
Core activity
 Heads of
 Promote Airport Hub vision
Agreement
 Project
Description
(may 09)
 Conceptual
design by
Arthesia (Dec
’09)
& long term Airport / Island
interests
 Assist in establishing
Business/Master Plan for
Area B&C
 Assist in preliminary
marketing
 Feasibility
Criteria
Time frame
 Q1- Q2
Expected results
 Approved
upgraded and
aligned Business /
Master plan for
Area B&C
 Increased insight
in development
opportunities
Deliverables
 Feasibility
Criteria
 Business/Mast
er Plan area
B&C
General observations:
The study will be carried out by PO. CAH contributes
through participation of HASCO in PO;
- PO is responsible for executing the studies
- The results of the study will be set out against the
feasibility criteria as set up by PO
- PO is responsible for the Master and Bussines Plan
for area B&C
18
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Airport city development (continued)
5. Determine Marketing and Sales Strategy for Airport City
Development
Objective
 Create an effective
Marketing Strategy to
successfully execute
the Master/ Business
Plan
Time frame

Q3 - Q4
CSF
PI
Norms
Core activity
 Established
 Shared and
 CAH Business /
 Negotiate and
Project
Organization
 Approved
Master /
Business Plan
discussed CAH
Business /
Master Plan
2008 -2012
 Shared
preliminary
marketing
activities
Master Plan
2008 -2012
 Approved
Business and
Master Plan
area B&C
promote CAH vision
 Assist and participate
in preparing a
Marketing Plan
 Participate in
preliminary marketing
activities (see Focus
Area 4 & 6)
Expected results
Deliverables
 Aligned Marketing
 A Marketing Plan
& Sales strategy
 Increased insight
in market
opportunities and
potential
investors/develop
ers and partners
for Area B&C
 List of potentially
interested
investors/develop
ers by PO
General observation:
The PO will in phase 2 (starting Q3) start with the
Marketing of the Plan.
- Project Organization will preliminary search for
interested investors / developers
-As partner in Project Organization, CAH can
influence the Marketing strategy based on CAH
vision and the long term Airport / Island interest
19
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Airport city development (continued)
6. To attract developer/investors and monitor development(s)
for areas B & C
Objective
 To initiate the
commercially
development of
the excluded
territories
Time frame
 Q1 - Q4
CSF
 Finding the right
partners
PI
 List of Leads
 List of
Prospects
 List of Projects
& Opportunities
on excluded
territories
 Signed contract
with investor/
developer
Expected results
 Control over
existing Projects &
Opportunities on
‘excluded territory’.
 Increased ‘speed’ of
Airport City
development
 Improved
negotiation
position
 Increase of revenue
Deliverables
 Formalized and
signed
contractual
agreement
Norms
 >Nafl. 100k
p/y revenue
And/or
 >Nafl 5 mio
investments
Core activity
 Execute project &
Opportunities on ‘excluded
territory’.
 To select developer/investors
for excluded territories
 To conduct negotiations
 To formalize contractual
agreement
General observations:
- Proposals received from third-party investors/developers
on Area B&C (not on excluded territory) during phase 1 & 2
shall be analyzed by the partners in the Project
Organization.
20
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Asset Management (continued)
7. To optimize the management information
infrastructure
Objective
 To improve the
information flow
of CAH
CSF
 Employee
discipline
 Effective ICT
network
PI
 Monthly reports
 Recovery of data
Norms
 12 monthly
Departments
reports
 100% archiving
of data
Core activity
 Determine and
implement monthly
report procedures
 Produce monthly
department reports
 Standardize digital
archive method
 To complete digital
archive structure
Time frame
 Q1 - Q2
Expected results
Deliverables
 Effective and
 Monthly report per
efficient decision
making
 Recovery of data
Department
 Up to date digital
archive system
General observations:
21
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Asset Management (continued)
8. To further embed Corporate Governance within the
organization
Objective
 To comply with
contemporary
Corporate
Governance
principles
Time frame
 Q1- Q4
CSF
PI
Norms
Core activity
 Corporate
 Shareholders
 Code Good
 Customize CAH organization to
discipline
 Supervisory
Board
commitment
meetings
minutes
 Updated
Articles of
Association
Gorporate
Governance
 General GCG
best practices
 Article of
Association
 GCG
Regulation for
CAH
management
Code from Government
 Verify and adjust Articles of
Association
 Implement GCG Regulation for
CAH Management
 Suggest GCG Regulations for
Supervisory Board
Expected results
Deliverables
 Improved
 Good Corporate
checks and
balances
 More
transparency
 More
accountability
 More integrity
governance
compliance
 Guide Lines for
Management
 Updated Articles
of Association
 3 Conducted and
attended
Shareholders
meetings
 Organize and attend
Shareholders meetings for
CAH, HIA end Hasco
General observations:
- CAH will comply as much as possible Corporate
Governance rules and regulation of Island Territory
Curaçao
22
5. Targets 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Asset Management (continued)
9. Ensure compliance of all legal and contractual obligation of
CAH and subsidiaries
Objective
 Compliance with all legal
CSF
 Written
PI
 100% of
Norms
Core activity
 (inter)national
 Continuously update
legal & contractual
obligation checklist
for CAH, HIA and
Hasco
 Ensure compliance
with checklist
and contractual obligation of
CAH and subsidiaries
documentation
and agreements
 Knowledge of
all legal
obligations
checklist
laws
 All CAH
contract
 Article of
Association
Time frame
Expected results
Deliverables
General observations:
 Q1 – Q4;
 Compliance
with all
obligations
 Good contract
management of
CAH and
subsidiaries
 Updated
---
checklist
with legal &
contractual
obligations
for CAH, HIA
and Hasco
23
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Asset Management (continued)
10. Further improvement financial administration
Objective
 To improve the
CSF
PI
 Fully functional
 Financial reporting
financial
accountability
(transparent, up
to date and
correct)
Exact software
Time frame
Expected results
 Q1 – Q4
 Improved
financial
administration,
management
and reporting
in Exact
 Health insurance
agreement
 Other employee
benefits
Deliverables
 Proposal for Exact
Norms
 100%
implemented
collective
health
insurance
Core activity
 To implement collective
health insurance
 To improve company
payment procedures
 To study possibility of
crystal reporting in Exact
 To investigate other
employee benefits
General observations:
---
reporting
 Improved Payment
procedures
 Health insurance
agreement
 Proposal for
potential employee
benefits
24
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Asset Management (continued)
11. Implement and optimize PR & Communication strategy
Objective
CSF
PI
Norms
Core activity
 To improve internal and
 Professional
 Corporate Social
Determined
 Execution of PR &
external communication
 To improve the image of
the Curacao Airport
Holding
assistance
 Determined
and approved
PR &
Communication
Action Plan
Responsibility
Awareness plan
Exposure of Hub
and Airport City
Development Plan
Corporate
Identity
PR &
Communication
Action Plan
Communication
Action Plan
 Set up and execute
CSR action plan
 Communicate Hub
Development and AC
plan with local
government agencies
and stakeholders
Time frame
Expected results
Deliverables
 Improved PR &
 Corporate Social
Communication
to promote:
- Corporate
Social
Responsibility
- Awareness and
support for
Hub and
Airport City
Development
Responsibility
Awareness plan
 Locally
communicated
Hub and Airport
City Development
Plan
 Q1 – Q4
General observations:
-Corporate Social Responsibility (CSR) positions
CAH as a good corporate citizen.
25
5. Targets 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development (continued)
12. Assist in study and implementation of Regulatory Board
Objective
 To comply with the DOMA by
existence of a Regulatory
Board
Time frame
 Q1 – Q3
CSF
PI
Norms
Core activity
 Stakeholder
 Completed
 General
 Assist in study by
commitment
 CAP
commitment
for cost
allocation
structure
study by D&T
 Government
approval of
D&T study
Regulatory
framework
 ICAO norm
 DOMA
Deloitte & Touche
 Assist in
implementation once
approved by Island
territory
 Keep pushing the
process
Expected
results
 Regulatory
Board in
compliance
with the DOMA
Deliverables
 Realized
General observations:
The general Regulatory Board will be installed
by the Island territory.
Regulatory
Board by the
government
26
5. Targets 2010 (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Economic development
13. Perform studies for Development of HUB and economic
impact
Objective
CSF
PI
 To build up a business case
 Alignment in
to attract airlines and create
support amongst
stakeholders
participation
of all
stakeholders
and
Economic
Impact study
reports
 Integrated
comments of
stakeholders
in Business
Case
Time frame
Expected
results
Deliverables
 Q1 – Q2
Support from
stakeholders
and
government
 A professional
business case
to present to
carriers
 Passenger
Norms
 TOR (2009)
 IATA reports
Core activity
 Execute study by third
parties
 Inform stakeholders
and government
 Obtain consensus by
stakeholders and
government
 Present business case
to carriers (See 15)
General observations:
 Hub Pax
study
 Economic
Impact study
 Airline
Business
Case
27
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Economic development (continued)
14. Attract new carriers and/or routes for O&D Services
Objective
 Increase airlift connections
for O&D services
CSF
 Joint vision,
commitment
and efforts by
and with
ARDC partners
PI
Norms
 Potential new
 Minimum 2 new
carriers
and/or routes
carriers and/or
routes per year
Core activity
 Participate in Air
Route Development
Committee
 Attend related
conferences
 Identify potential
carriers/investors
 Facilitate
implementation of
connections e.g
guarantees, AOC, bilateral agreements etc.
Time frame
Q1 – Q4
Expected
results
Deliverables
 Increase of
 New Carrier
airlift
 Continuous
contribution to
Tourism
development
And/or
 New Routes
General observations:
O&D airlift development takes place in
cooperation with Air Route Development
Committee (CHATA, CTB, CAP & CAH),
mainly in order to facilitate the growth in
Tourism
28
Operational Plan 2010
Curaçao Airport Holding
5. Targets 2010 (continued)
Oct 2010
Economic development (continued)
15. Attract new carriers for Transshipment and Cargo activities
Objective
 Increase airlift connections
for transshipment through
airport
Time frame
Q1 – Q4
CSF
 Business Case
(see 13)
 Sufficient
resources to
attract
potential
carriers
 Availability of
relevant
incentives
Expected
results
 Increase of
airlift
 Contribution
to Economic
development
PI
 Identified
interested
carrier/
investor
Norms
 Business Case
(see 13)
 Minimum 1 new
carrier and/or
route
Core activity
 Joint studies R&D
 Attend related
conferences
 Present business case
(see 13) to potential
carriers/investors
 Negotiate deal with
potential
carriers/investors
 Facilitate
implementation of
connections e.g AOC,
bi-lateral agreements
etc.
Deliverables
 Cargo study
 New Carriers
and/or Route
for
transshipme
nt
General observations:
Transshipment development takes place by
CAH and CAP (R&D Group) in the view of the
Logistical Hub vision to position Curacao
airport as the main Logistical Hub in the
Caribbean.
29
6. Targets allocation
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
In this chapter the targets have been allocated to the responsible professionals. In some cases targets have
been allocated to more than one person because of the nature and the scope of the core activities to be
performed as part of the respective target.
Nr
Allocation focus areas
Time
frame
Managing
Director
Q2
X
Advisor
Development
Advisor
Operations
Financial
Advisor
Legal
Advisor
O
1.
Align Master Plan and Business Plan of CAP
2.
Conduct DOMA related and non DOMA related activities
in order to stimulate, pressure and ensure optimal
operations performance
3.
Implementation of organizational structure and work
plan for Project Organization and Hasco
Q2
X
X
O
4.
Upgrade Master Plan and Business Plan Airport City
Development for Area B&C
Q2
X
X
O
5.
Determine Marketing and Sales Strategy for Airport City
Development
Q4
X
X
6.
Attract developer/investors for area B&C
X
Q1-Q2
Q1-Q4
X
X
X = primair responsible. O = important supportive role
30
6. Targets allocation (continued)
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
Nr
Allocation focus areas
Time
frame
Managing
Director
Q2
7.
Optimize the management information infrastructure
(achieve, reporting and documentation)
8.
Further embed Corporate Governance within the
organization
Q4
9.
Ensure compliance of all legal and contractual
obligation of CAH and subsidiaries
Q1-Q4
10.
Further improve Financial Administration
Q1-Q4
11.
Implement and optimize PR & Communication
strategy
Q4
12.
Assist in study and implementation of Regulatory
Board
Q3
13
Perform studies for Development of HUB and
economic impact
Q2
14.
Attract new carriers for O&D services in cooperation
with Air-route Development Committee
Q1-Q4
15.
Attract new carriers for Transshipment and Cargo
activities
Q1-Q4
Advisor
Development
Advisor
Operations
Financial
Advisor
Legal
Advisor
O
O
X
O
O
X
X
X
X
X
X
X
X
X
X
X
O
X
X
X
X
X = primair responsible. O = important supportive role
31
Operational Plan 2010
Curaçao Airport Holding
7. Consolidated budget for 2010
Oct 2010
In the following table the consolidated budget for 2010 is outlined. The detailed description of the ‘projected
budget planning’ can be found in the Financial Budget Report 2010 as presented to the Supervisory Board of
CAH.
CONSOLIDATED INCOME STATEMENT
MEERJARENBEGROTING
Nafl.
INCOME
begroting 2010
8,144,903
EXPENSES
Personnel expenses
Utilities / housing expenses
Professional fees
Other operating expenses
1,563,649
169,600
1,880,000
93,300
TOTAL EXPENSES
3,706,549
Depreciation
1,572,488
TOTAL EXPENSES AND DEPRECIATION
5,279,037
OPERATIONAL RESULT
2,865,866
Financial income/ expenses
514,000
RESULT
3,379,866
RESULT excl BIJZONDERE BATEN en LASTEN
32
8. Conclusions
Operational Plan 2010
Curaçao Airport Holding
Oct 2010
This plan illustrates the strategies approved in the Business Plan 2008 – 2012 that will be implemented
in 2010 and which directly contributes to the realization of the mission and goals as outlined in the
approved ‘Strategic Master Plan and Business Plan 2008 – 2012’.
The implementation of our new Strategic Partner A-port has set the tone for the years to come and CAH
believes to have found a real partner for the long term Development Operations and Management of Curacao
International Airport.
The Year 2010 will be very important year for CAH! In this year the Operations of the airport should be upgraded
to an acceptable level of service and possible adaptation of the terminal could be initiated already. Air-lift is
considered to be one of the threats for further developing Tourism and the airport has to ensure its facility will be
in place once the efforts to increase the airlift will be successful. If Curacao International Airport chooses to
become the Hub of Choice in the Caribbean – “Connecting the Americas” – for the 2014 and 2016 Games in
Brazil, its has to take the necessary steps and actions to be ready in time!
Further more, 2010 will be the year in which CAH will have to align, approve and present the Master- and
Business Plan for the development of the Airport City. Stakeholder participation and commitment is of the
essence and alignment with other major developments on the Island will be a key to success.
The Management Team of CAH is fully committed to this plan. This plan will be monitored, periodically evaluated
and adjusted if so required to ensure proper execution. The results will be presented to and discussed with the
Supervisory Board.
33
The discipline of getting things done!
Curaçao Airport Holding
Operational Plan 2010
October, 2009
Final version
34