The AviAlliance airport network
AviAlliance currently holds interests in four airports, which together recorded 73 million passengers in 2023.
AviAlliance’s goal is to open up long-term prospects for its airports. For this reason, the company commits itself to its airports for an indefinite or at least longer period. Its involvement in airports of different sizes and statures in varying locations has created broadly based know-how and a competence network from which every new partner benefits. The company promotes the mutual exchange of technical, legal and business expertise between the airports and takes advantage of synergy effects to provide efficient, customer-oriented services in both the aviation and non-aviation sectors.
AviAlliance facilitates integrated, end-to-end solutions. Working in close consultation with local policy-makers and business representatives, it always focuses on an airport's overall development potential as part of a region. It conducts a thorough analysis of all an airport's business and service areas, expands these systematically and positions them perfectly in the market-place.
Best practice in airport management
The AviAlliance portfolio includes four airports of different sizes and structures in Athens, Düsseldorf, Hamburg and San Juan (Puerto Rico). The company has steadily accumulated its competence in the airport sector.
In airport privatizations around the world, AviAlliance acts as investor, strategic manager and concession-holder. The company covers all aspects of airport privatizations, from bidding and the acquisition of concessions or shareholdings through to the restructuring, financing and long-term development of airports. As industrial partner and expert advisor, the company places its know-how at the disposal of its investment and consortium partners and the airports in its portfolio.
Spectrum of services in the business field of airports:
- Concessions and portfolio management
- Corporate valuation, structuring and financing of airport transactions
- Acquisition and strategic optimization of concessions and company shareholdings
- Capex management in airport construction and expansion
- Services for the airport holdings in connection with business planning and financing, master planning, aviation and airport operations planning, non-aviation business and real estate development
Airports as attractive assets
In the last years, the average increase in air transport passenger figures has been lastingly higher than the growth in gross domestic product. The worldwide financial crisis admittedly impacted negatively on market dynamism, but the aviation sector returned to the growth path very fast. This is in line with long-standing experience, which shows that the aviation industry recovers quickly from crises of any kind.
As interfaces in a globalized world, airports are sharpening their profile, and they have long been attractive centers for retailers, caterers and service-providers. With the new challenges, the demands made on modern airport managements are changing. It is only with an improved infrastructure, greater competitiveness and good prospects for growth that an airport can be successful.
The airport transactions of recent years have highlighted one salient fact: the more investors who enter the market, the greater the need for airport managers with operational experience. After all, financing and operating airports is a highly complex business. Airports – often far more than other infrastructure facilities – are juxtaposed between different and frequently divergent economic, ecological and structural-policy interests. These are represented by various groups of stakeholders, including the shareholders, local residents and governments. Then there is the fact that transactions and privatization ventures in the field of airports are generally capital-intensive. On top of that, airports require a high level of ongoing investment, for instance to cope with increasing demand and more stringent security regulations.
In the airport privatizations market, AviAlliance has established itself as a leading player – with a business model which combines the viewpoint on the investor side with the perspective of the operator. With this know-how, the company sets itself apart from its competitors.