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Sustainability

Sustainability is the basis of our business and strategy.

Swedavia's sustainability model

Sustainability constitutes the foundation of our operations and strategy since sustainable actions both enhance our long-term competitiveness and are an essential requirement for the future of air travel.

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.

Annual and Sustainability Report 2016 (pdf)

Customer

Swedavia has three customer groups: passengers, airlines and tenants. Passengers are the primary group.

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.  

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 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.

Procurement

Swedavia purchases goods and services for roughly 3 billion Swedish kronor each year.

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.

Swedavia Procurement

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.

Tenders at E-avrop
Code of Conduct for suppliers (pdf)
General terms and conditions for procurement of goods/services, pdf
General terms and conditions for purchase of IT-related services/products, pdf

Legal requirements

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.

Questions and answers about TransQ

Read more about Achilles

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, especiallydirect 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 transportmodes, we also work to increase the proportion of people who take mass transit to and from our airports. In that way,we help create workplaces as well as economic and socialdevelopment, for the various regions of Sweden and for thecountry 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 positivedirection. This shall be done through continued work tocreate employee engagement and participation in operationsand 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 awarenessof safety and security, with aviation safety and security beingthe highest priority. Swedavia takes part nationally andinternationally in the work to develop regulations that can beeffectively implemented in operations and ensure or increasethe level of safety. Systematic work with methods and customercare shall help make people feel safe at Swedavia’sairports while at the same time improving both efficiency andcustomer satisfaction.

Risk mitigation management and emergency preparedness

Risk management at Swedavia is aimed at ensuring the Group’sability to achieve its business targets and confront changes bothinternally and externally. Swedavia shall be prepared if an emergencyarises. During the year, the development and implementationof standard risk management methods continued. The aimis to create an overall view of how risks are to be managed andmitigated.

Continued efforts are also being carried out in the area of continuity planning, that is, how the Group’s airports are to handlemajor disruptions, for instance in their power or water supply.During the year, work continued to develop a Group-wide structurefor a function-based emergency preparedness organisationand an emergency preparedness manual. In 2015, training will beconducted for the airports’ emergency preparedness organisationsfor command and staff levels.

Accident/serious incident trends

Swedavia has a vision of zero accidents and serious incident trends.The definitions for these are based on a standard EU regulationand are evaluated in Sweden by the Swedish Accident InvestigationAuthority. Swedavia reports all incidents with an assessment oftheir impact on aviation safety to the Swedish Transport Agency.All accidents and serious incidents are reported directly to theSwedish Accident Investigation Authority.

In 2014, there were five such incidents – one accident and four serious incidents, none involving personal injury. In comparison, there was one accident and one serious incident in 2013 and one serious incident in 2012. At present, there is nothing to indicate that Swedavia’s infrastructure or operational procedures contributed to any of these incidents.

The role of the air travel industry

The air travel industry and the access that air travel creates today contribute more than 130 billion Swedish kronor annually to Swedish GDP , according to Oxford Economics. Air travel also generates direct tax revenue of more than nine billion kronor annually. Air travel also contributes significantly to employment throughout Sweden.

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.