2. OUTLINE
1. Who we are?
2. Why so successful?
3. Statistics
4. Strategic Direction
5. AITSA – Key Performance Axis
6. Master Plan for Apron & Passenger Terminal
7. Master Plan for Airport City Concept
8. Master Plan for Cargo Area
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4. WHO WE ARE?
Tocumen S.A was founded in 2003 as a private entity
and the Panamenian Government holds 100% of its
shares. It has over $440 million in assets.
We offer services to 30 passenger airlines that fly to
54 destinantions and serve over 4.7 million passenger
per year.
Tocumen S.A. is one of the most important partner of
the Panamenian Government by contributing in the
social development of the country through its Social
Responsability Programs (RSE).
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5. WHO WE ARE?
The location of Panama has favored the development of a HUB
who covers the entire American Continent, and in addition, serves
Europe
Tocumen is projected has one
of the major HUB’s in the
region.
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7. GLOBAL COMPETITION
There are 5 major elements which determine whether an
Airport has the potential to become a successful HUB….
Local Strong
Market
(Local business demand,
Strong Economy)
Strong Airline Succesful Good Airport
(Itinerary, destiny, big fleet,
Airport Infraestructure
reliable) (Steril Conextion, Jetways)
HUB
Regulations Favorable
Practices Location
(Visa Policies) (Geografy, climate, height)
SH&E
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8. GLOBAL COMPETITION
There are some airports in the region who are strongly positioning to
become successful HUBs, however, there are missing points…
mostly out of control
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11. TOTAL PASSENGERS 2004 - 2009
En el 2009 se confrotaron grandes desafíos:
La crisis económica mundial, SARS (H1N1) y
una competencia agresiva
30
Crecimiento de Pasajeros 2009 Vs. 2008
25
Passengers Movements Registered
Porcentaje
20
during ’05-’09 15
10
5
5,000,000 2005 2006 2007 2008 2009
0
4,500,000
Ene Feb Mar Abr May Jun Jul Ago Sep Oct Nov Dic
4,000,000 -5
Pandemic Influenza Effect
3,500,000
3,000,000
Año Pasajeros Var. %
2,500,000
2,000,000 2005 2,756,948 -
1,500,000 2006 3,215,423 14%
1,000,000
2007 3,805,312 15%
500,000
0 2008 4,549,170 16%
2009 4,748,621 4%
2010 5.273,900 10%
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14. STRATEGIC MAPPING (BALANCED SCORECARD)
Society Perspective Improve quality image
perceived by society Improve security in all
operations
Improve environmental Improvements in the Improve security in
protection quality prevention of baggage and people
occupational hazards inspection
Customers, Passengers, Improve quality of
services and
Airlines Perspective Infraestructure
Financial Increase gross
Perspective revenues from all Improve Profitability
operations
Infraestructure & Guarantee continuity
of al operation
Processes processes
Perspective
Seize Forecast
Demand
Securiy Axis
Personnel Empower human Quality Axis
Perspective resources and Improvement & Infraestructure proce
infraestructure
Improve resource mgmt
resoruces
PLANES ESTRATÉGICOS
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15. STRATEGIC DIRECTION – OJECTIVES 14
• Keep Passenger HUB leadership in the region.
• Become Air Cargo HUB for the region by 2015.
• New Land and Airfiel development (East & West).
• Guarantee continous improvemnt of infraestructure, high-tech equipment and
human resources.
In summary: Our Key Performance Anchors
SECURITY : “Security an implicit
objective in everything we do/plan”
TECHNOLOGY: “TIC to drive changes”
QUALITY : “ Quality to prop out
actions”
PLANES ESTRATÉGICOS
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16. Why the Need for a new Strategic Vision Concept
Near-term Decisions will Impact Future Options
Lands property of Panama University (300-Hectares)
– Layout and uses will impact future terminal options
– Impacts existing Master Plan
– “Southward” development progression influences airfield infrastructure
– Implementation can generate revenues for future investments
Future vehicular tunnel to existing cargo area will require future
terminal development and approximately 2,000 hectares of
private developments to the southeast side
Both projects need to planned for long term compatibility and
passenger terminal expansion
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26. VISION
“To become a “Aerópolis – Aiport City Model”, highly
profitable and effective, valued by its customers and public
opinion, recognized by the security, trust and efficiency of its
operations which in turns guarantee overall leadership as a
Passenger and Air Cargo HUB, competing in a dynamic and
globalized market”.
PLANES ESTRATÉGICOS
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27. AIRPORT CITY CONCEPT
Airport City Model as Hub
Seaport
Sea-and-Air
Multimodal
High-tech Free trade zone
Infrastructures
Custom free zone
Airport passenger
Terminal & Air
cargo hub
Tourism Logistics
Leisure Distribution center
International
Business
PLANES ESTRATÉGICOS
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