Profile 2006 - Swissport International Ltd. · Letter from the CEO The most significant event on...

Profile 2006

Highlights in 2005 and 2006

Key figures

Status 15.5.2006

Customer airlines over 650Countries 41Revenue (2005) EUR 1.0 billionEmployees over 21,000Flights handled over 2 millionCargo tons handled (metric) over 3 millionAirports served 175Passengers handled over 70 million

January 21, 2005 Swissport lands a milestone contract in Gatwick from First Choice Airways.January 27, 2005 Swissport launches cargo operations at Amsterdam Airport, gaining accessto Europe's third-largest air freight hub.March 29, 2005The development of automaticcheck-in devices gains new momentum thanks to Swissport's partnership with SITA.March 30, 2005 Kickoff of Swissport's passengerhandling operations at the airports of Milan-Malpensa and Rome-Fiumicino.April 1, 2005 Swissport expands its presence onthe African continent through a joint venture in Algeria (Algiers) and a franchising agreementin Sudan (Khartoum).April 5, 2005 In Greece, Swissport opens stationsin Corfu and Rhodes. On the same date, a majorcontract is concluded with easyJet in Paris.April 25, 2005 Swissport reaffirms commitment toworld-class customer services through imple-mentation of a leading cargo system technology.May 14, 2005 Swissport continues to grow andstrengthens its position in Asia by acquiring amajor ground handling company in Seoul, Korea.May 31, 2005 Swissport is named "Global GroundHandling Company of the Year" and continues to expand.June 2, 2005 Swissport and Swiss WorldCargo further intensify collaboration through a globalcargo partnership agreement.June 10, 2005 Air France and Swissport concludea global ground handling agreement and inten-sify their collaboration.July 6, 2005 Swissport selected to trial new AirbusA380 tow tractor at Zurich Airport.July 15, 2005 Swissport concludes a global cargo-screening alliance.

August 22, 2005 Candover sells Swissport toSpain's Ferrovial service group. Completion ofthe transaction on October 10th.September 2, 2005 Swissport establishes presencein Cyprus.September 20, 2005 Swissport wins major con-tract from easyJet.September 30, 2005 Swissport sells shareholdingin Stuttgart.October 13, 2005 SITA and Swissport jointly pushweb-based check-in-procedures.November 9, 2005 Global agreement betweenSwissport and ABC.November 28, 2005 Swissport sells its equity stakein Havas.January 18, 2006The rapidly expanding Asianbudget carrier Tiger Airways signs 5-year groundhandling contract in Singapore.January 31, 2006 Swissport International Ltd.announces organizational restructuring plan.February 1, 2006 Ryanair and Swissport concludea major partnership agreement for six years inStansted with a yearly volume of 54,000 flights.February 24, 2006 Swissport goes east and opensthe eastern European market with a joint-venturein Kiev (Ukraine)March 24, 2006 Swissport launches new webcheck-in facilities permitting customers to checkin via the Internet from home.April 4, 2006 Swissport and SITA are jointlylaunching in Basel and New York a new genera-tion of self-service-kiosks, known in the industryas "CUSS-application".April 19, 2006 Air Malta entrusts Swissport with its ground handling needs with a multi-stationframe agreement covering 23 destinations.

Review & outlook

Industry and market trends

Swissport’s position and special advantages

Swissport’s business lines – Milestones and outlooks (1)

Swissport’s business lines – Milestones and outlooks (2)

Swissport’s staff

Corporate social responsibility

Ownership

Financial highlights 2005 – Facts & figures

Structure – Management

Content overview02–03

04–05

06–07

08–09

10–11

12–13

14–15

16–17

18–19

20–21

Letter from the CEO

The most significant event on our agenda in 2005 was Candover's sale of its stake in Swissport International Ltd. to the Ferrovial Group of Spain.This change in ownership was followed by a busy period of transition, but Swissport’s management continued to accept and successfully master thechallenges of day-to-day business.

Founded in 1952, Ferrovial is one of the world's largest infrastructure andservices companies. With its financial leverage and a leading market positionin airport construction and related services, Ferrovial provides Swissport witha solid foundation from which we can pursue our primary goal: to remain thefinest ground handling services provider in the world.

Our customers fully understood the nature of this transaction and realizedthat our commitment to them is totally unaffected by it. After all, Ferrovialacquired Swissport because we are a competitive, intact, profitable, and fastgrowing company with a great family spirit that extends around the world.Our airline and airport customers value the service Swissport offers and oursuppliers trust us implicitly.

Business unfolded “as usual” as we finalized further important deals with Air France,ABC, Swiss WorldCargo,Air Malta, Ryanair, easyJet and Westjet,strengthened our position in Asia by opening the station in Singapore andacquiring a ground handler in Seoul, and added 10 new locations to ourworldwide network.

Swissport has a solid track record of growth and in 2006, we intend to demon-strate that we have further refined our ability to evolve and recognize busi-ness opportunities that match our skills.

To achieve our growth objectives in all business areas, we have resolved torestructure the entire Group at the organizational level effective April 1,2006.The main purpose of the plan is to reduce the number of interfaces andcreate greater transparency while streamlining processes and shorteningdecision-making channels.

We look forward to the privilege of serving a growing customer base andbuilding on the new strengths provided by our parent company.

Joseph In AlbonPresident & CEO,Swissport International Ltd.

Review & outlook

Swissport Profile 200602–03 Review & outlook04–05 Industry and market trends06–07 Swissport’s position and special advantages08–09 Swissport’s business lines – Milestones and outlooks (1)10–11 Swissport’s business lines – Milestones and outlooks (2)12–13 Swissport’s staff14–15 Corporate social responsibility16–17 Ownership18–19 Financial highlights 2005 – Facts and figures20–21 Structure – Management

Our innovative process management

approach assures that our customers receive

precisely the mix of services they need,

with the best possible quality and

at the best possible terms.

Joseph In AlbonPresident & CEO

Industry and market trends

A Case for Change

Air transport is responsible for almost USD 3 trillion in global economicactivity and 29 million jobs. But the airline sector is in crisis – losing USD 6 billion in 2005 on top of cumulative losses of USD 36 billion between 2001and 2004. Change is critical to restore the industry to health. Efficiency is themantra and this must be achieved across the value chain.

Airlines have made great progress. Non-fuel unit costs are down 14% since2001. Labor productivity has improved by 32%.And the break-even price forcrude went from USD 22 per barrel in 2003 to USD 48 in 2005.

We are Simplifying the Business (StB) to deliver even greater efficiencies.Launched in 2004, StB involves five projects that will revolutionize the waywe travel and ship while delivering USD 6.5 billion in annual cost savings.Weare using technology to deliver convenience with 100% e-ticketing by the endof 2007, e-freight by 2010, bar-coded boarding passes, radio frequency identi-fication for baggage management, and common use of self-service kiosks(CUSS) for check-in. We are pleased that Swissport is among our first part-ners in delivering the benefits of CUSS.

Change must include our partners in the value chain and governments.

Airports and air navigation service providers are a USD 42 billion annual costburden to airlines and their customers. Many partners are good partners whodeliver value for money. But many others are lost in another age – takingadvantage of monopoly situations. Quite simply – airlines are not prepared topay ever-increasing bills.Airports spending and airlines paying is not the basisfor a successful partnership. IATA is shouting politely to bring greater effi-ciency to our infrastructure suppliers.

Governments must change the way that they view the industry. They are fartoo involved in restricting basic commercial freedoms with the 60-year-oldbilateral system. We have seen micro-management in the European Unionresulting in bad consumer protection such as the compensation for deniedboarding, long delays and cancellations. At the same time, governments havefailed to agree to an approach to security that is harmonized across borders.

The agenda for a successful airline industry is not complicated. But it is three-dimensional, including airlines, partners and governments. If these threedimensions are balanced correctly – the chances of a safer, more secure, envi-ronmentally friendly and profitable industry in 2007 are good.

Giovanni BisignaniDirector General & CEO, IATA


Simplifying the business has always

been high on Swissport's list of priorities.

Our strong partnership with IATA is helping

to build the momentum that is needed to

bring about positive changes.

Swissport's positionand special advantages

Know-how adds tangible value

Swissport International Ltd. is still the only ground handling services providerwith real-world outsourcing experience, the ability to implement major dealsof global scope, and the resources needed to offer customized regional col-laboration packages.

The spirit of innovation remains one of our key assets.We embrace new tech-nologies that offer benefits for passengers and airlines alike. One example isCUSS, the self-service kiosk technology that we have been actively introduc-ing in cooperation with SITA to simplify the travel experience.

In the domain of air cargo, Swissport has been innovative as well. We con-cluded a strategic joint venture with Maritime Security International (PMSi)to offer a package of enhanced cargo security measures, including non-intru-sive screening for large volume cargo consignments in both the air and mar-itime cargo areas.The promising initiative underlines the growing importanceof security throughout the logistics chain.

As the era of superjets unfolds,we are conducting trials of an aircraft tow trac-tor that has been specially developed to handle the new Airbus A380 aircraft.The 800-horsepower, 43-ton tractor is being assessed for performance andcompatibility in Swissport's day-to-day operations at Zurich Airport.

Our global perspective keeps us at the forefront of developments and allowsus to respond to emerging trends in ways that generate savings for our cus-tomers. Our goal is to be the preferred handling services provider in the airtransport industry.

We systematically seek to diversify into areas that improve the “single-source” convenience for the airlines we serve and to establish ourselves as anall-in-one aviation services provider.

This ambition and the degree to which Swissport delivered added valuethroughout 2005 prompted the London-based Institute of Transport Man-agement (ITM) to yet again confer the title “Global Ground Handling Company of the Year” to us - for the fifth time in succession.We are proud ofthis commendation and intend to fully uphold the quality standards on whichour nomination was based.


Swissport customers have the assurance

that their ground handling services provider

is best of class around the world. Our focus

is on more value for less money –

based on smart innovation.

Swissport'sbusiness lines – Milestones and

outlook (1)2005 saw Swissport further consolidate and expand the leading market position which it has establishedover several years. The global presence, the wide and coordinated range of specialized products andservices as well as the broad customer portfolio are all key factors in our ability to remain at the fore-front in the aviation services sector. Swissport's leading role (number 1 position with a market share of12% of the accessible free ground handling market) is also due to our ability to anticipate future trendsand act upon them with all our professional expertise and experience. This is an essential quality to secure excellent performance in a highly competitive market. The ongoing optimization of costs and processes to save money for customers is another cornerstone and key element of the corporateSwissport strategy that is valid for all three business lines.

2006 brings exciting challenges as Swissport looks to grow further throughout Europe and Asia in particular.An important near-term priority is to open many new operations in countries not yet servedby Swissport International and introduce the benchmark quality we deliver.

Ground Handling 2005: Swissport was able to establish new operations in Sin-gapore, Glasgow, Rome, Milan, Algiers, Khartoum, Corfu,Rhodes, Seoul, Paphos, Larnaca, Memphis, Cozumel andVancouver. Important commercial agreements have beenconcluded with First Choice Airways in the UK, with easy-Jet in Basel, Geneva, Hamburg, and Paris, with VirginAtlantic in the US, as well as with Air France for a globalpartnership program.Thanks to a professional key accountmanagement process, the global sales team was able toachieve an impressive won-lost ratio of 5:1 on the contract-ing side. In line with the overall strategy to more focus onmajority-owned entities, Swissport sold its equity stakes inStuttgart and Turkey (Havas).

2006: More and more airlines are coming under intense costpressure and are considering more economical forms ofcollaboration such as joint ventures, outsourcing solutionsor regional or global service packages. And it is in precise-ly these areas that Swissport has been demonstrating one ofits core competencies, concluding more global handlingagreements and further developing and refining this col-laborative strategic approach. Beside such global agree-ments, Swissport is paying close attention to extending itsnetwork (Asia, Eastern Europe, Middle East) and obtain-ing ramp access in important European markets (such asSpain, Germany, Italy, and others). The year 2006 has com-menced very well with major deals concluded in Januarywith Ryanair, Tiger Airways, and Flybe as well as with AirMalta and Westjet in April.

Cargo Services2005: Swissport Cargo Services (SCS) was able to launch animportant operation in Amsterdam (through a substantialstartup volume with the launching carrier Asiana Airlines)and is significantly adding freight capacities in Seoul (7500sqm) and Singapore (13,000 sqm). Furthermore, SCS hasimplemented new and innovative aviation security process-es for cargo screening (mainly in the US) and reaffirmed its commitment to world-class customer service with the development of a new cargo system technology tool(Cargospot), which is fully Cargo 2000 compliant and willbe available in most stations end of 2006. Three landmarkglobal agreements have been signed with Swiss World-cargo, ABC, and Air France, confirming the trend towardssuch broader cooperation models.

2006: SCS expects substantial growth in cargo volumes andis gearing up with capacity expansions at key hubs and newlocations. Markets like Asia, Latin America, Africa andEastern Europe and close collaborations with Cargo Air-lines are further areas of major business potential whichSwissport will continue to cultivate and explore. Anotherenhancement is taking place operationally with higherquality levels and optimized logistics processes. And toeven better address more customer needs, SCS will be fur-ther improving its European trucking network.

A very successful business activity of Swissport Cargo Services is Unitpool (established in April 2002) with 28 airline customers, managing some 17,500 ULDs at over 200 stations world wide. Unitpool’s absolute strength lies in comprehensive ULD management and global ULDpooling services, meaning: Global ULD purchases, GlobalULD management, Global ULD repair and maintenance,Global Quality Assurance Programs, Global IndustryAwareness Damage Prevention Campaigns, State-of-the-art ULD management IT solutions.


The performance of Swissport's business lines

in 2005 was highly reassuring. The outlook

for 2006 is bright. Our spirit of innovationand cost-effectiveness will bring new

customers on board.

Swissport'sbusiness lines – Milestones and

outlook (2)Emerging Businesses

2005: In addition to its network expansion, Swissport and its subsidiaries were instrumental in variousfurther developments and positive changes which have been warmly welcomed by both its airlineclients and their customers.

2006: Swissport's diversification into various aviation-related businesses (such as fueling, maintenance,security and executive aviation) will continue to play a key role. This philosophy not only helps raiseefficiency, it also creates attractive synergies that can be exploited to the full. All sectors and all geo-graphical areas expect to expand their market positions significantly in order to achieve the critical sizefor further expansion around the globe. Our ambition is to constantly move forward, participate in keytenders, and assess new acquisitions, in particular for the emerging businesses.

Swissport Aircraft Maintenance (SAM): Swissport’s linemaintenance organization operates at 21 airports in and 4locations outside the US. In 2005 more locations were certi-fied by the FAA as repair stations in accordance with FAR145 and numerous awards received from the FAA by theorganization and its employees confirm the high level ofcommitment to and delivery of quality services. Aspirationsfor 2006: After significant growth in the USA the organiza-tion will continue to expand further, with a focus of buildingan international line maintenance network.

GSE (ground support equipment) Maintenance and ULD(unit load device) are other specialities of Swissport. This unit operates at over 20 airports in five countries around theworld. It manages and maintains a ground support equip-ment fleet of more than 5000 units worldwide. In 2005, Swiss-port received its FOCA and subsequently EASA certifica-tion for the newly established ULD maintenance and repairbase at Zurich Airport. For 2006 they will continue to roll out stations around the world.

Aviation Security Services (Checkport) is a Swissport sub-sidiary with a workforce of some 320 employees who providesecurity services for 42 airlines in five contries, offering document verification, access control, passenger screening,baggage reconciliation, aircraft guarding, cargo and baggagescreening and various other aviation security activities. In2005, this unit supported the implementation of innovativesystems solutions involving facilities such as online check-inor simplified check-in processes at airport self-servicemachines (CUSS) in close cooperation with SITA. Remark-able progress was also made with biometric passenger

identification. For 2006, Checkport will continue to focussales and marketing on hi-growth products such as cargosecurity and integrated services. Throughout the globalSwissport network, we will capitalize on the security needsof all existing and potential customers.

Swissport Fueling Services (SFS), based in the USA, pro-vides into-plane fueling services as well as maintenance andoperation (M&O) of "big barrel" fuel systems. SFS fuels alltypes of aircraft with fixed hydrant carts, hydrant trucks andtanker trucks. SFS continued its growth in both customersatisfaction and numbers of bases, opening new into-planeoperations in Seattle where we are also the operator of thefuel storage and hydrant distribution system, and alsoHonolulu, Hawaii. There are several new potential basesthat might come online during 2006 as a result of continuingindustry consolidation. Also, financial stress is promptingsome carriers to outsource areas of work that they have historically done in house.

Swissport Executive Aviation (SEA) is further enlarging itscustomer base and constantly increasing its business vol-ume (30% growth versus 2004). It serves VIP and corporatetravelers, their aircraft and crews at 54 airports. Recently,SEA started to operate in Malaga and in Cyprus. Expan-sion possibilities will be explored in the Middle East whichis a growing and vibrant market driven by the ever presentsecurity concerns for high profile individuals traveling toand from the region. In 2006 we are continuing building acomprehensive global network that provides the highestquality of service.


Swissport offers a vast range of services

beyond classic ground handling.

This is especially useful for airlines that want

one-stop shopping with customized service packages at different locations.

Swissport’s staffLiving up to the promise

More than 21,000 people work for Swissport around the world. Their sharedobjective is to deliver a product of consistently high quality at every singlelocation we serve. It goes without saying that the motivation of each individ-ual to perform at his and her best is the key to achieving this goal.

For this reason, we want to build an inspiring working environment thatrewards excellence and offers attractive career opportunities that befit aworld-class employer.

Inspiration, of course, comes from leadership based on respect and the abili-ty to recognize and promote talent.To ensure the quality of our management,Swissport regularly conducts talent assessments including an annual exami-nation of the entire management development process.This involves buildingon existing training structures at our stations as well as in all of our compa-nies and divisions.

In addition, members of the executive management undergo annual group-wide screening processes. Individuals at every level of our workforce have anopportunity to become part of a group management pool if they receive therequired amount of credits in the areas of special care, encouragement, edu-cation and development. Flexibility, the achievement of goals, strong socialskills, and personality also count highly.

The ambition to recruit the best and brightest human resources for each jobresulted in the creation of the Swissport Academy, held for the first time inSeptember 2005. The one-week curriculum involved rigorous training fol-lowed by a series of case studies and presentations to Swissport's executivemanagement. It was a total success as confirmed by all 23 participants.

Career development and training at every level are the milestones of thishuman resources concept designed to identify the most motivated people foreach position.


The Swissport Academy is a new institution

designed to identify and promote thetalent we need to remain a world-class

service provider. The inaugural curriculum

was very promising.

Corporate social responsibility

Standing in for the community

Corporate citizenship extends far beyond being a concerned, fair employerand paying taxes. Swissport repeatedly demonstrates its awareness of thecompany's social responsibility with targeted initiatives.A key activity of thiskind in 2005 was our sponsorship of 50 children for an entire year.The organ-ization we chose was the Usthi Foundation (www.usthi.ch), a charity that sup-ports children in India who lack food, health, warmth, education, and inde-pendence. To reach this aim, it funds and operates educational and medicalcenters that help these children survive, build a future, and ultimately con-tribute to the development of their communities.

The foundation founded its first children's village in Usthi almost 30 yearsago, and several more followed in the 1980s and 1990s. In Somagiri, the Foun-dation's Jungle Clinic provides 133 highland villages with medical services forchildren as well as nurse training for young women. In Calcutta's Dakshin-dari slum, the foundation runs a children's hospital which also successfullytrains local health workers in the township. The Usthi Foundation is an all-volunteer organization with almost no administrative overheads. Its projectsnot only help children but also create jobs for local residents, a crucial bene-fit in this part of the world. Last but not least, Swissport knows of the Foun-dation's projects first hand through visits and personal relationships with thepeople in charge.

Another activity in 2005 was the delivery of 100 personal computers intend-ed for schools in Tanzania. The hardware and software donation will give alarge number of children in this forward-looking African country the oppor-tunity to get acquainted with information technology and develop skills thathelp them off to a better start when they complete school and apply foremployment.

Last year, Swissport also provided free ground handling services to AngelFlight Europe. Founded in 2003, it is a charitable organization which arrangesfree long-distance transportation in non-emergency medical situations. Nofees are charged to the patient, the insurance company or any other entity forthe transport. Angel Flight Europe serves the European Union and Switzer-land.


Charitable activities mean giving backto the communities in which we operate.

Carrying the costs of schooling, medical

treatment, food, and shelter for children is

one of Swissport's commitments.

OwnershipAbout Ferrovial

Ferrovial was founded as a construction company in 1952. Fifty years later,while maintaining construction as its core activity, Ferrovial is now a diversi-fied group with businesses that are related to its four core activities: Con-struction, Infrastructure, Real Estate and Services.

Ferrovial is one of the two largest construction groups in Spain and is amongthe top 3 in Europe by market capitalization. It is quoted on the Madrid stockexchange. Its turnover in 2005 was EUR 8.9 billion, delivering an EBIT ofEUR 871.3 million.

In recent years, the Group has followed a strategy of geographical new busi-ness lines expansion, increasing its presence in infrastructure and services,which are less cyclical than the company's construction activities.

Swissport is part of Ferrovial Servicios, a wholly-owned subsidiary of the Ferrovial Group of Spain. It embodies a group of companies providing infra-structure, waste and facility management mainly in Spain, Portugal and theUK. The acquisition of Amey in 2003 and Swissport in 2005 were a key partof the Group's strategy, helping to boost revenues. More recently in thecourse of 2005, Ferrovial Servicios has added handling services to its portfo-lio, expanding its presence to more than 45 countries.

Other subsidiaries of Ferrovial Group have also expanded their internationalpresence and made significant strides in investments outside Spain. As aGroup, Ferrovial currently generates 43% of its revenue outside Spain. Witharound 78,000 employees across five continents, Ferrovial now has a world-wide presence.

Ferrovial Group facts

– Founded in 1952– IPO in 1999– EUR 9 billion market capitalization– EUR 8.9 billion revenue (24% higher than 2004)– Approx. EUR 2.3 billion equity– Around 78,000 employees

www.ferrovial.es


With a market capitalization of 9 billion euro,

Ferrovial is a strong and dynamic parent for Swissport International. Its global

presence opens up exciting new dimensions

for expedited growth.

Financial highlights2005

33%38%29%

4%24%72%

Switzerland / GermanyAmericasEurope / Asia / Middle East / Africa

Emerging businessesCargo ServicesGround handling Services

Share of revenue by activity

Revenue by region

7%8%

26%59%

Revenue development

One WorldSky TeamStar Alliance (incl. SWISS)Others

420 368 280485 425 323683 599 455

1032 905 6881041 913 6941056 926 7041149 1008 7661295 1136 8631499 1315 999

1997*

1998*

1999*

2000*

20012002200320042005

Share of revenue by alliance

(1 USD = CHF 1.14 / 1 EUR = CHF 1.50)* Figures for 1997 through 2000 are unaudited. In those years, Swissport was a unit of

SAir Group and was not required to publish separate figures for ground handling activities.

(in CHF million / USD million / EUR million) CHF USD EUR


Facts & figuresGrowth by employees

3,0008,000

15,00017,00017,00018,00020,00021,00021,000

199719981999200020012002200320042005

Growth by stations

344

101127130153163166175

199719981999200020012002200320042005

SWISS International Air LinesKLMUnited AirlinesLufthansaRyanairSingapore AirlineseasyJetMexicanaMonarch AirlinesNorthwestJapan AirlinesDelta Air LinesVirgin AtlanticBritish AirwaysChina Airlines

Top 15 customers by revenue (2005)

– Market and airport liberalization– Deregulation– Cost pressures and outsourcing– No-frills– Single sourcing with strategic partners– Market consolidation– Security is gaining importance

Worldwide trends

No. of flights handled(in million)

Cargo tonnes handled(in million)

Airline customers

Other key figures

1.651.80 2.002.20

2.503.003.203.20

600650650650

2002200320042005

2002200320042005

2002200320042005

Structure

President & CEO

Joseph In Albon*

Ground Handling

Switzerland & Germany

Urs Sieber*

Executive Vice President

Ground Handling

Americas

Richard van Bruygom*


Ground Handling Europe /

Asia / Middle East / Africa

Nigel Daniel*


Cargo Services

Dr. Ludwig Bertsch*


Emerging Businesses

Erich Bodenmann*


Finance

Luis Pascual*


HR

Agustin Gonzalez Hermosilla*


Corporate Development

Sara Enriquez*


Legal

Elena Fernandez*


Marketing & Communications

Stephan Beerli

Vice President

– Basel – Geneva – Germany– SBS (Swissport

Baggage Sorting)– Zurich

– Algeria– Austria – Cyprus– France – Groundstar UK – Hellas – Israel – Italy – Kenya– Korea– Philippines– Poland – Singapore– South Africa – Spain – Sudan– Tanzania – Ukraine

– Argentina – Brasil – Canada– CFE (Overnight Freighters)– Dominican Republic– Honduras – Mexico– Peru – Uruguay – USA

– Belgium – Brasil – Canada– Curacao – France – Germany – Hellas – Honduras– Hungary – Israel – Italy – Kenya – Korea– Luxembourg – Mexico – Netherlands– Peru – Russia – Singapore– South Africa – Switzerland– Tanzania– UK – USA – Venezuela – ULD Management (Unitpool)

– Swissport Aircraft Maintenance – Swissport Aviation Security

(Checkport)– Swissport Executive Aviation – Swissport Fueling Services – Hallmark

* Member of the Group Executive Management

Operations Support, IT and Global Supply Management are reporting to the Head of Operations.

Operations

Dirk Jan de Roo (ad interim)

Vice President


ManagementGroup Executive Management

President & CEOJoseph In [email protected]

FinanceLuis Pascual, Executive Vice [email protected]

Corporate DevelopmentSara Enriquez, Executive Vice [email protected]

HRAgustin Gonzalez Hermosilla, Executive Vice [email protected]

LegalElena Fernandez, Executive Vice [email protected]

Aviation Security Services (Checkport)Louis Seliner, Vice [email protected]

Executive Aviation ServicesAlan George, Vice [email protected]

Global Supply ManagementPeter Sturzenegger, Vice President [email protected]

GSE MaintenanceMark Salathé, Head of GSE [email protected]

Ground Handling Switzerland & GermanyUrs Sieber, Executive Vice [email protected]

Ground Handling Europe / Asia / Middle East / AfricaNigel Daniel, Executive Vice [email protected]

Ground Handling AmericasRichard van Bruygom, Executive Vice [email protected]

Cargo ServicesDr. Ludwig Bertsch, Executive Vice [email protected]

Emerging BusinessesErich Bodenmann, Executive Vice [email protected]

ULD Management (Unitpool)Philip Hill, Managing [email protected]

ITBruno Riesen, Vice President [email protected]

Marketing & CommunicationsStephan Beerli, Vice [email protected]

Operations Support & Quality Dirk Jan de Roo, Vice President [email protected]

Senior Management Contacts with Special Functions at Headquarters

Swissport International Ltd.P.O. Box8058 Zürich-AirportSwitzerlandPhone: +41 43 812 4954Fax: +41 43 321 [email protected]

www.swissport.com

Contact

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