Sustainability is the basis of our business and strategy.
Swedavia's sustainability model
This sustainability perspective is integral to all of Swedavia.It is the basis of operations
- The strategy is formulated and objectives are set based on different aspects of sustainability
- Business decisions, critical choices and activities are determined and designed based on sustainability objectives
- Since sustainability is an essential requirement for the future of air travel and enhances competitiveness, there are objectives set for all the different aspects of this sustainability perspective
In our management model we work with all three sustainability dimensions – social development, economy andenvironmental concern – together with our putting the focus on customers. This is sustainable development for Swedavia.
In each sustainability perspective, wehave concrete strategies and measurable targets that set the course for bothmanagement and communication. The targets are then broken down in operationsand made concrete through activities. The targets and activities are monitored on acontinuous basis in terms of achievement of those targets and changes in the world. Targets and activities are reviewed on a quarterly basis through function controls.
The objective is to increase passenger satisfaction from 69 (2012) to 80 per cent by 2014. Satisfied passengers are the foundation of all our business. We work on a continuous basis with airlines and regions to develop air routes at all airports.
- We provide services and products that make things easier for passengers in connection with their flight.
- Our airports shall be seen as being safe and secure and meet the high standards set for efficiency and sustainability.
- Our airports comply with all regulations and requirements for safety, security and the environment.
- Our airports provide uniform basic functions such as fresh, clean airports with smooth, efficient passenger flows and good customer service.
- We develop attractive airports and exciting destinations, shops and restaurants with an inspiring environment in the terminals. The aim is to attract our customers, thereby contributing to that wonderful feeling associated with travel.
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 andaround 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 coordination and economies of scale.
Continued capital spending
Over the next decade, Swedavia will be making significantinvestments to increase capacity and customer value.
Swedavia Procurement is a corporate level function for the entire group entrusted with the task of contributing to Swedavia's profitability and sustainability via an efficient, centralised procurement process.
As a State-owned company, Swedavia is also to be a role model for sustainable development. In every tender, we want our suppliers and any subcontractor they might use to meet a number of criteria in environmental performance, quality, and safety and security. Swedavia's Code of Conduct for suppliers describes the most important areas for responsible conduct.
Since we place demands on our suppliers, they should be able to have confidence in us as a customer. We shall have a good understanding of our purchases and relations with suppliers through statistics and monitoring. We shall maintain good ethics in our procurement work.
We are also a project-intensive company with a strong customer focus and we are constantly striving to improve. We set high standards for ourselves and therefore our suppliers are also carefully selected. Together we will work to ensure that our projects are implemented at the right time and at the right cost.
Our suppliers are important to us and crucial to our success and our growth. Our ambition is to have rewarding and stimulating supplier relationships, based on trust and reciprocity, that benefit both parties.
Swedavia complies with the Swedish Act on Public Procurement of Water, Energy, Transport and Postal Services (LUF). In addition, parts of our operations comply with the Swedish Public Procurement Act (LOU).
Swedavia AB is not covered by the Swedish principle of public access (offentlighetsprincipen) or the obligations that ensue from this. Consequently, what is stipulated in the Swedish Freedom of the Press Act concerning the right to access official documents of government authorities does not apply to Swedavia’s procurements.
Prequalification of suppliers
A new procedure at Swedavia involves the use of a prequalification system, TransQ, when we buy goods and services under the Swedish Act on Public Procurement of Water, Energy, Transport and Postal Services (LUF).
For procurement that exceeds threshold amounts, Swedavia uses the prequalification system TransQ. TransQ is an Internet-based supplier register and prequalification system operated by the company Achilles on behalf of the leading Nordic transport organisations.
By using TransQ, we have a faster, more efficient procurement process, since the suppliers included in TransQ have been checked and approved as suppliers to Swedavia.
Calls to submit tenders for planned procurement in excess of threshold amounts are advertised once a year in a generally available database in Sweden and in the EU database TED. The advertisement includes a list of all goods, services and business contracts Swedavia may procure.
A normal qualification process for adding new suppliers to the qualification register takes up to four weeks from the time a qualification request is submitted. An annual administrative fee is charged for being registered in TransQ.
If you have any questions about this or would like your company to qualify as a potential Swedavia supplier, please contact Achilles.
The role of the air travel industry
The air travel industry and the passengers who landat Swedish airports create over 180,000jobs in Sweden. Over the next five years, itis estimated that the expected development of Swedish access will create an additional 20,000 jobs.That means air travel within as well as toand from Sweden is a crucial factor contributing to increased GDP and employment in the years ahead.
The air travel industry also has considerableresponsibility in the environmental field.Over the past few decades, major technologicaladvances have brought a reductionin the environmental impact of air travel.This trend is expected to continue, withinvestments in modern aircraft fleets andgradual phase-in of renewable fuels beingimportant milestones.