Role and mission

Our airports

Stockholm Arlanda Airport 

• 26,8 million passengers in 2018
• 279 international routes, 49 domestic routes
• Most popular destinations: London, Copenhagen, Oslo

Göteborg Landvetter Airport

• 6,8 million passengers in 2018
• 164 international routes, 19 domestic routes
• Most popular destinations: Stockholm, London, Frankfurt

Bromma Stockholm Airport

• 2,5 million passengers in 2018 
• 3 international routes, 14 domestic routes
• Most popular destinations: Malmö, Göteborg, Visby

Malmö Airport

• 2,1 million passengers in 2018 
• 54 international routes, 14 domestic routes
• Most popular destinations: Stockholm, Gdansk, Skopje

Luleå Airport

• 1,2 million passengers in 2018 
• 14 international routes, 6 domestic routes
• Most popular destinations: Stockholm, Göteborg, Gran Canaria

Umeå Airport

• 1,0 million passengers in 2018 
• 10 international routes, 14 domestic routes
• Most popular destinations: Stockholm, Helsinki, Gran Canaria

Åre Östersund Airport

• 511 986 passengers in 2018 
• 8 internationl routes, 6 domestic routes
• Most popular destinations: Stockholm, London, Gran Canaria

Visby Airport

Ronneby Airport

• 223 984 passengers in 2018 
• 2 domestic routes
• Most popular destinations: Stockholm

Kiruna Airport

• 276 516 passengers in 2018
• 2 international route, 4 domestic routes
• Most popular destinations: Stockholm, Umeå, London

Focus on the customer

The business of an airport ultimately revolves around passengers. Passengers are the main focus of operations that the airport operator, airlines, suppliers and tenants carry out at Swedavia’s airports.

Airport operations

Owns, operates and develops Swedavia’s airports across Sweden.

Aviation Business

• Passenger services
• Take-off and landing services
• Security screening
• Terminal and en route services
• Assistance services, PRM*
• Infrastructure for ground handling services**
• Ground handling services

* * People with reduced mobility
**Ground handling services: include baggage handling and refuelling

Commercial Services

• Rental of premises for retail, restaurants, offices, warehousing and logistics
• Car parking
• Advertising, data and other services

Real Estate operations

Owns, develops and manages properties and developable land at and in the vicinity of Swedavia’s airports

• Preparation of property development projects for hotels, offices, logistics, retail etc.
• Administration and updating of information about properties
• Services in construction project management
• Development of jointly-owned property companies

Engaged leaders and employees (%)

Swedavia strives for an inclusive corporate culture that is based on clear ethical guidelines and values. Engaged leaders and employees are vital to this work and to Swedavia’s development. Performance will be measured every two years starting in 2019 and was 65 per cent in 2018.

Customer satisfaction, passengers (%)

The target for satisfied passengers in 2025 is set at 85 per cent. Customer
satisfaction in 2018 was 74 per cent. The large-scale expansion and refurbishment projects that were begun to increase capacity at many of Swedavia’s airports are considered to have a temporary negative effect on customer satisfaction. In Swedavia’s view, however, measures to increase capacity and efficiency and the work to develop airport experiences going forward will result in the achievement of this long-term target.

Return on operating capital (%)

Along with Swedavia’s long-term return target of six per cent annually,
Swedavia’s owner has adopted a capital structure or gearing target, a debt/equity ratio in the range of 0.7–1.5 times, and a dividend payout target equal to 30–50 per cent of the profit for the year. 

The owner has also adopted five so-called mission goals/indicators. The aim of these is to ensure that, in line with its mission, Swedavia helps to achieve the Swedish government’s transport policy and infrastructure objectives. This means that Swedavia shall help to ensure socioeconomically efficient, long-term sustainable transport for Sweden’s citizens and businesses throughout the country. 

Return on operating capital in 2018 was 4.6 per cent.

Own emissions of fossil carbon dioxide (tonnes)

Swedavia shall be an international role model in all aspects of sustainable
business operations, especially in terms of emissions from its own operations. Swedavia has thus set the target that it will not generate any fossil carbon dioxide emissions from its own operations by 2020. Fossil carbon dioxide emissions from its own operations in 2018 totalled 1,305 tonnes.

Increased share of renewable jet fuel (%)

Swedavia’s targets were revised in June 2018 in advance of the next business planning period. In conjunction, a new target was added. Starting in 2019, Swedavia shall work so that the share of renewable jet fuel used at Swedish airports shall be five per cent by 2025. The share in 2018 was 0.4 per cent.

Swedavia’s strategies shall together contribute to achieving all of the Company’s objectives and targets. One important factor for successful implementation is that the strategies provide the conditions needed for cross-functional collaboration throughout the Group.

Commercial excellence

Swedavia’s operations enable the establishment of attractive air links. We create an innovative customer offering in retail, services and property. The basis of this is understanding customers’ current and future needs and ensuring that Swedavia has the ability to offer and deliver products and services that are competitive and create value for the customer and for Swedavia. Swedavia evaluates its core operations on a continuous basis, reviews its business models and develops business through innovation and digitisation. 

Swedavia intends to develop new business and revenue models, establish its airport cities as attractive marketplaces, establish methods for customer-centred ways of working, strengthen and develop good external relations and communicate the Company’s drive and success to Swedavia’s customers.

Operational excellence

Swedavia works to deliver efficient, flexible and automated infrastructure. It means Swedavia delivers services and products that meet customers’ demands and expectations by optimising the use of available infrastructure and resources, automating processes and flows and adopting digitisation and innovative solutions. It means Swedavia works in an efficient, cost-effective way and that the Company continuously improves and develops its delivery and cost-effectiveness. It also means that Swedavia has clearly defined products, services and processes, operationally and commercially. 

It is important to have active strategic work for operational excellence, but this is also a challenge when many of Swedavia’s airports have capacity restrictions and at the same time major development projects are being carried out to enhance this capacity. 

Swedavia works to improve flows and processes, to increase cost-effectiveness in the Company’s processes, and to ensure an optimal, clearly defined governance model.

Increased capacity

Swedavia enhances both its operational and commercial capacity by developing the airports of the future, in order to meet both current and future customer needs. Increased capacity means that Swedavia, in its own operations and through partners and contractors, ensures that resources and skills are available to carry out current and future development programmes on time, on budget and with no worksite accidents.

Engaging culture

Swedavia creates opportunities for employees to grow and develop in an inclusive environment. This is the basis for ensuring that all employees together will be able to work towards and achieve Swedavia’s shared objectives and targets. It means that employees are offered opportunities and rights to develop. At the same time, they must take responsibility, meet obligations and act in accordance with our values.

An engaging culture means that Swedavia actively works with inclusion to achieve diversity. This contributes to better performance, creativity, innovation and understanding of Swedavia’s customers. Swedavia also strives to be an attractive employer that can attract, develop and retain the best employees. That is an essential condition for our long-term success.

An engaging culture is a matter of ensuring access to skills in the short and long term, creating an inclusive culture that involves and develops people, enhances the conditions needed for innovation and builds pride in Swedavia and the Company’s sustainability work.

Responsibility for society and people

Swedavia works proactively for safety, security, the environment and the health of customers, employees and society in general. It means that safety and security are fundamental to everything Swedavia does, that the Company uses resources and energy in a responsible and efficient way and that it gives priority to the physical and psychosocial workplace environment.

Swedavia goes farther than it is legally obliged to, which serves as a basis for the Company’s ambition to be an international role model in  sustainability. 

In assuming its social and environmental responsibility, Swedavia works among other things to raise the level of safety and security at the airports, strengthen its proactive and systematic workplace environment work, be a driving force in the aviation industry’s switch to renewable jet fuel and adopt climate-smart energy solutions.

Swedavia has also identified and is carrying out initiatives that entail safeguarding and developing the Company’s business ethics and further developing its risk and crisis management and its continuity planning.

Capacity is ensured through an accelerated investment rate

The number of passengers at Swedavia’s airports 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 the airports in Kiruna, Luleå and Umeå, this was done through joint funding with the regions affected. Now resources are being concentrated mainly on Stockholm Arlanda Airport, Göteborg Landvetter Airport and Bromma Stockholm Airport. 

Alongside measures to increase capacity, Swedavia is also increasing 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 on its approach to the long-term development of Stockholm Arlanda Airport. During the period 2016–2025 investments are planned for SEK 21.3 billion. In the first phase, resources will be concentrated on meeting the increased demand for international connections with a new pier in Terminal 5. An investment was made in a new baggage facility in Terminal 2, and a new multi-storey parking facility was completed.

Swedavia also intends to invest three to four billion kronor in developing properties adjacent to the airport. Such capital spending can generate a return through the sale of properties and be reinvested in the development of the airports.

Read more about Arlanda's developement program here

Göteborg Landvetter Airport

Göteborg Landvetter Airport recently completed a major refurbishment, but here too, investment in increased capacity is necessary in the long term. Measures completed during the year include the opening of 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.

Read more about Landvetter's developement program here

Bromma Stockholm Airport

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

Read more about Bromma's developement program here

Master plans identify the airports’ future needs

The airports’ really long-term plans are called master plans. A master plan is a guiding document that deals with the airport’s development over the very long term. The master plan identifies the airport’s future needs and shows in a visionary way how the airport can meet these needs. 

The first plans were adopted in February 2017, and the most recent one was produced in September 2019.

The plans for Stockholm Arlanda Airport and Göteborg Landvetter Airport are draft master plans, which means that they are general, indicative plans. They have been prepared in order to quickly provide an overall plan that can be used in dialogues with internal and external stakeholders and thus get input into the continuing work with these master plans.

In order to use these plans more practically, all sections of the plans require more in-depth analyses. Master plans for Stockholm Arlanda Airport and Göteborg Landvetter Airport are now being developed.

The airports' adopted master plans (in Swedish)

Ronneby Airport, pdf 1 Mb
Visby Airport, 1 Mb
Umeå Airport, pdf 2 Mb
Stockholm Arlanda Airport, pdf 2 Mb
Draft Göteborg Landvetter Airport, pdf 5 Mb
Malmö Airport, pdf 3 Mb
Kiruna Airport, pdf 4,5 Mb
Luleå Airport, pdf 3 mb

Master plans in progress

Luleå Airport
Stockholm Arlanda Airport
Göteborg Landvetter Airport

Master Planning Department

There has been a Master Planning Department at Swedavia since 2016 for all of the company’s airports. The aim is to develop and update the airports’ master plans while maintaining a good balance between the airport function, property development and commercial operations.

For further information, please contact Anna Norin, e-mail: anna.norin@swedavia.se.