Role and mission

Stockholm Arlanda Airport 

The leading Airport in Scandinavia

• 23,2 million passengers in 2015 (with 18.1 million of these international)
• 81 airlines and some 181 destinations
• About 17,500 employees at and in the vicinity of the airport

Göteborg Landvetter Airport

West Swedens international airport

• 6.2 million passengers in 2015 (4.7 million of which were international)
• Just over 100 destinations 
• About 4,000 employees in some 100 companies

Gothenburg and western Sweden are growing, that places demands on increased access. We are therefore developing

• Expansion of the terminals
• Railway links
• Hotels
• Airport City

This will create 10,000 new jobs.

Bromma Stockholm Airport

Stockholm’s city airport

• 2.49 million passengers in 2015 (298,000 of which were international)
• 18 destinations
• About 1,500 employees in some 30 companies

Malmö Airport

Challenger in the Öresund region, with fast, smooth flows

• 2.2 million passengers in 2015 (972,000 of which were international)
• Over 40 destinations
• About 1,500 employees in some 50 companies

Luleå Airport

Northern Sweden’s largest airport with good access to Stockholm and the world

• 1.2 million passengers in 2015 (108,000 of which were international)
• Over 17 destinations
• About 200 employees in some 25 companies

Umeå Airport

The leading airport in the province of Västerbotten with the easiest way to get to Stockholm and the rest of the world

• 1,048,000 passengers in 2015 (75,500 of which were international)
• Over 18 destinations
• About 500 employees in some 15 companies

Åre Östersund Airport

The province of Jämtland’s gateway to the world and the world’s gateway to the mountains of northern Sweden

• 465,000 passengers in 2015 (20,500 of which were international)
• Over 11 destinations
• Just over 100 employees in some 10 companies

Visby Airport

Gotland’s airport and the fastest way to get to and from the island

Ronneby Airport

Southeast Sweden’s largest airport and the smoothest way to get to Stockholm

• 216,500 passengers in 2015 (2,800 of which were international)
• Over 3 destinations
• Just over 70 employees in some 10 companies

Kiruna Airport

The main airport in the region, the gateway to the world and the world’s gateway to the Scandinavian Arctic

• 257,500 passengers in 2015 (7,600 of which were international)
• Over 7 destinations
• Just over 100 employees in some 40 companies

Focus on the customer

Based onfour strategically selected focuses and on the stakeholder dialogues and materiality analyses that have been carriedout, Swedavia has organised its operations so that theyare run sustainably and according to solid businessprinciples with a focus on customers and achieving thecompany’s targets. This work shall also be characterised by an environment where aviation safety and security are guiding principles.

There are two operational areas, airport and real estate operations.Together, they provide a comprehensive offering that helps the company to fulfil its task by generating solid financial returns forthe owner and value for customers, that is, passengers, airlines andtenants.

During the year, Swedavia continued its capital spendingto increase efficiency, capacity and attractiveness, thereby increasingcustomer value for both passengers and airlines. These andprevious measures, combined with sustained strong growth in airtravel and a successful property sale, helped the Group achieve its financial targets for 2014.

Swedavia’s airport operations, which constitute the bulk of Swedavia’s business, both in terms of employees and revenue,consist of the two areas Aviation Business and Commercial Services.

Aviation Business

Aviation Business offers services focused on aviation operations, in the form of take-off and landing services, ground handling services and aircraft parking for airlines. Different kinds of passenger services are also provided, such as baggage handling.

Airport Operations are also responsible for infrastructure in the form of terminals and appurtenant systems as well as the aviation safetyand security needed for stable and safe operations.A well-functioning airport with a broad offering of attractivedestinations brings in passenger flows.

There is also a symbiosis since the attractiveness of an airport and destination are crucialto the airlines’ choice of destinations and their desire to establish direct routes. The more passengers that fly to and from an airport, the more tempting it is for airlines to offer new destinations, which in turn leads to increased travel and increased attractiveness.

Commercial Services

Commercial Services is responsible for developing retail andservice-based operations in conjunction with airport operations.The aim is to create an offering that makes Swedavia’s airports attractive to passengers. Airports with an attractive offering and good infrastructure for travel and retail activities encourage passengers to get to the airport earlier and stay longer – and come back when it is time for their next trip.

This drives traffic and thus revenue for both Swedavia and the airlines.Today Swedavia’s revenue from retail sales at the airportsrepresents a lower share of total revenue compared to many other airports. This can be explained in part by the fact that passengersbehave differently depending on what destination and airline areinvolved. Swedavia also has a large proportion of domestic traffic,and domestic passengers tend to spend less at airports on averagethan international passengers.

Expanding Real Estate operations

Swedavia Real Estate consists of properties, both buildings andland, that are considered to be developable. The properties used for actual airport operations, such as terminals, and which make up most of Swedavia’s property portfolio are therefore not included in Swedavia Real Estate.

Operations that are responsiblefor the Group’s energy supply and telecommunications have beenconverted into companies and included in Real Estate operations. Swedavia Real Estate’s task is to own, manage and developselected properties in order to enhance the attractiveness andcompetitiveness of the airport and the region.

Real Estate operations constitute part of Swedavia’s comprehensive customeroffering but are also an essential requirement for the Group’sfunding of continued expansion and renewal. According to Swedavia’s strategy, income from developed properties that arethen sold reduces the need for external funding.

An important part of the property portfolio consists of office and logistics buildings at Stockholm Arlanda Airport, Göteborg Landvetter Airport and Malmö Airport. Some of these were formerly owned by the company Nordic Airport Properties, alloutstanding shares of which were acquired by Swedavia in 2013. These properties, together with the buildings that Swedavia acquired from Scandinavian Airlines System (SAS) in 2012, were restructured as registered properties with a book value of about three billion Swedish kronor.

Since 2011, Swedavia has four general sustainability targets. Three of these are determined by the company’s Board of Directors, while the overall economic target refl ects the owner’s approach.

In addition to the profitability target of a seven per cent return on operating capital, there is also a capital structure target with the debt/equity ratio equal to 1.0–1.5 times and a dividend target of 30–50 per cent of profi t for the year. The current economic targets were adopted, together with the task targets/indicators, at Swedavia’s 2014 Annual General Meeting. The task targets/indicators are aimed at ensuring that Swedavia, in accordance with its task, helps to achieve Sweden’s transport policy goals.

The work carried out to achieve the sustainability targets in one dimension affects the work in all the others. For instance, satisfi ed employees are an essential requirement for satisfi ed passengers, which in turn affects the potential for commercial revenue, which is important for Swedavia’s return
target.

Profitability is an essential requirement for developing all operations, especially in environmental efforts. In the same way, proactive environmental work is an essential requirement for the airports’ chances of long-term development relative to other sustainability and task targets.

One key requirement for achieving the targets in every area is Swedavia’s working together with its partners, such as airlines and airport suppliers.

Passenger satisfaction by airport 2015

Bromma Stockholm Airport 72 % (68)

Göteborg Landvetter Airport 79 % (80)

Kiruna Airport 77 % (76)

Luleå Airport 85 % (85)

Malmö Airport 75 % (71)

Ronneby Airport 79 % (82)

Stockholm Arlanda Airport 75 % (75)

Umeå Airport 79 % (78)

Visby Airport 81 % (86)

Åre Östersund Airport 90 % (89)

Swedavia’s weighted customer satisfaction outcome for 2015 was 76 per cent (75). The positive trend is based on focused work aimed at improving the atmosphere, customer service, cleanliness, smooth fl ows and affordability of shops and restaurants. All these factors have a signifi cant impact on passenger satisfaction.

Sustainability targets 2020

85% of satisfied passengers, outcome in 2015: 76%

85% employee satisfaction, outcome in 2015: 86%

7% return on operating kaptital, outcome in 2015: 14.5%

0 ton carbon dioxide emissions*, outcome in 2015: 3,1

* The general environmental target of 0 tonnes of fossil carbon dioxide emissions applies to Swedavia’s own operations. 

Task targets/indicators actual 2015 (2014)

Satisfied passengers

76 % (75 %)

Number of passengers domestic/international

13,3 million/ 24,3 million(13,1 million/ 22,6 million)

Number of international destinations 

323 (320)

Carbon footprint

457 000 tonnes (446 200 tonnes)**

Accidents and serious incidents

4 (5)

**The carbon footprint task target is not included in the auditor’s review report.

Vision

Swedavia's vision - Together we bring the world closer.

Swedavia’s operations give Sweden access and enable people who live in Sweden toexperience the world. Together with our partners and employees, wecreate an experience that makes passengers want to return, time andtime again. Swedavia’s development brings the world closer. 

Swedavia's business is based on long-term growing demand for efficient, sustainable travel within Sweden as well as to and from elsewhere in Europe and world. We develop efficient, attractive airports for everyone. Carrying out high-quality business development as well as developing and capitalising on Swedavia as a cohesive airport group are important tools to achieve this.

Swedavia’s overall focus is on customers and sustainable development.

Sustainable development a strategic focus

Swedavia’s strategic focus is based on three dimensions of sustainability – social development, economy and environmentalconcern – combined with our putting a focus on customers.Together, these four perspectives form Swedavia’s sustainabilitywheel, which in turn constitutes the basis of Swedavia’s managementand communication at all levels.

Our choice of strategic focus accords well with our materiality analysis, which indicates that issues concerning access, financial performance, the environment,employees and safety/product responsibility are mostimportant today to our stakeholders.

Our sustainability wheel illustrates our management model, under which wework with all three sustainability dimensions – social development, economy andenvironmental concern – together with our putting the focus on customers.

Strategic Priorities

Customer

Swedavia’s most important customers are passengers, airlines andtenants, with passengers being our primary customer group. With afocus on customers, we create the right business controls to bringabout satisfied customers as well as profitable business developmentin our operations.

Business development with a focus on customers

Passengers are our most important customer group, and satisfiedcustomers are our priority. We develop the commercial space inour terminals, based on demand, in order to offer an attractiveselection of goods and services that enhance the travel experience.To meet the growing demand for both air travel and cargo, majorinvestments are needed in buildings and other infrastructure. This isespecially true for the information technology required to link differentoperations and the conditions necessary for good punctuality,increased access and economic efficiency.

Future demand

One strategic challenge is to understand what air travel will look likein the future and what travellers will want. That governs the configurationof our terminals. We must therefore create flexible environmentsthan can be continually adapted to new needs.

Economy

Swedavia shall develop airports in a sustainable way based onsound business principles. This means that we shall developoperations through good investment planning and operationalefficiency that are profitable in the long term while creating value forour customers.

Broader funding

Our operations are long-term, capital-intensive and run basedon sound business principles. Access to capital is an importantstrategic issue for Swedavia, in order to ensure the company’s continuedfavourable performance. We have strong cash flow today,which funds most of our investment needs. The company’s ownreal estate operations can also contribute to increased investment.

Today Swedavia owns properties in attractive locations at and around the airports. These properties will be developed in differentways and then sold or leased, depending on their location and use.Together, they provide financial strength which enables fundingof other priority projects that help increase the attractiveness andaccess of the airports.

Coordination and efficiency

Swedavia shall achieve long-term stable profitability. Because operations are capital-intensive, cost structures must be as flexible as possible, while we continuously try to improve operational efficiency by identifying opportunities for coordinationand economies of scale.

Continued capital spending

Over the next decade, Swedavia will be making significant investments to increase capacity and customer value.

Environmental awareness

Swedavia works to reduce its own environmental impact witha focus on fossil carbon dioxide and is a driver in reducingthe environmental impact of a passenger’s entire journey.To be successful, significant technological advances and collaboration between businesses, researchers and political leaders are needed. One of the most critical issues is accessto renewable fuel.

Zero emissions

One of Swedavia’s sustainability targets is to have zero fossilcarbon dioxide emissions in its own operations by 2020.

Social development

Swedavia’s work in social development is aimed mainly atcreating the access Sweden needs. Swedavia gives priorityto passenger safety and security and to developing a sustainable work environment and satisfied employees. We comply with the social responsibility requirements specified in the Swedish State’s ownership policy.

Access is a social benefit

Our objective is for Swedavia to always take an active role insociety. Creating access through good air links, especially direct routes, is one of our most important tasks. We therefore work in different ways with our partners to facilitate travel, meetings and business. In collaboration with other transport modes, we also work to increase the proportion of peoplewho take mass transit to and from our airports. In that way, we help create workplaces as well as economic and social development, for the various regions of Sweden and for the country as a whole. 

Plans for increased access

Increased access, both in the offering of destinations andthrough better solutions for mass transit to and from theairports, is a strategic challenge.

Satisfied employees mean satisfied customers

Employee satisfaction shall continue to develop in a positive direction. This shall be done through continued work tocreate employee engagement and participation in operations and to develop the corporate culture that we want to beintegral to operations. We also work for an inclusive organisationwith increased diversity and, through training and monitoring, to prevent harassment and discrimination in all areas.

High level of safety and security

Swedavia’s airports are characterised by a high awareness of safety and security, with aviation safety and security being the highest priority. Swedavia takes part nationally and internationally in the work to develop regulations that can beeffectively implemented in operations and ensure or increase the level of safety. Systematic work with methods and customercare shall help make people feel safe at Swedavia’s airports while at the same time improving both efficiency and customer satisfaction.

Capacity is ensured through an accelerated investment rate

The number of passengers at Swedavia’sairports is expected to increase over time.The increase will mostly take place atairports with many international connections. Swedavia therefore needs to ensuresufficient terminal, gate and runway capacityto meet this growth.

A number of refurbishmentand expansion projects were carried out at the regional airports. At theairports in Kiruna, Luleå and Umeå, this was done through joint funding with theregions affected. Now resources are being concentrated mainly on StockholmArlanda Airport, Göteborg Landvetter Airport and Bromma Stockholm Airport. 

Alongside measuresto increase capacity, Swedavia is alsoincreasing opportunities to develop the atmosphere at the airports and enhance the commercial offering in the form of moreshops, cafés and restaurants.

Stockholm Arlanda Airport

In December 2013, Swedavia decided onits approach to the long-term developmentof Stockholm Arlanda Airport. A total of13 billion kronor will be invested through 2043, with seven billion of this beinginvested through 2023. In the first phase,resources will be concentrated on meetingthe increased demand for internationalconnections with a new pier in Terminal 5. During the year, an investment was made ina new baggage facility in Terminal 2, and anew multi-storey parking facility was completed.

Swedavia also intends to invest threeto four billion kronor in developing propertiesadjacent to the airport. Such capitalspending can generate a return through thesale of properties and be reinvested in thedevelopment of the airports.

Göteborg Landvetter Airport

Göteborg Landvetter Airport recentlycompleted a major refurbishment, but heretoo, investment in increased capacity isnecessary in the long term. Measures completedduring the year include the openingof the terminal area between domestic and Schengen traffic, thus improving use of the building. Going forward, new logistics properties will be developed adjacent to the airport, and commercial space will be expanded in the long term.

Bromma Stockholm Airport

The investments that Swedavia is making at Bromma Stockholm Airport are being carried out in compliance with the requirements that the SwedishTransport Agency has placed on operations.In addition, investments to improve the atmosphere at the airport are also being carried out.

Reliable

We develop the way we work in order to live up to expectations, and we keep our promises to customers and employees. We concentrate on safety and security, quality and sustainability, and we take responsibility for our environment. Swedavia shall be a trustworthy partner as well as an attractive and sustainable employer.

Committed

We are dedicated to our customers and their needs, and are always working to find a solution for the customer. We are committed to one another as colleagues. As a leader, we give priority to developing our employees. Our employees’ commitment is crucial to developing Swedavia.

Innovative

We are continuously developing our company – our relationships, businesses, employees and our leadership. We capitalise on the creativity of people and everyone’s ideas to always become better. We want to lead development. Together we create conditions to move from word to deed.

Welcoming

We always give a warm welcome, in ways both large and small. We meet other people with an open attitude and a curious mind. We welcome diversity – it develops us. Swedavia is the obvious choice as a meeting place, airport and workplace. We represent a welcoming feel.