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Infrastructures
Studies and Projects Area. The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
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management of air traffic. In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA's response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
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Meanwhile, expansion continued at
Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Cristiano Ronaldo International Airport, then known as Madeira Airport, an
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The government's decision to build the new airport was not only a response to the reported saturation at the
Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private
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Created under
Portuguese Law Decreto-Lei n.º.109/98 de 24 de Abril, this company, which receives exclusively public funds, was established to develop the projects necessary for the preparation and execution of those decisions to be taken in the process of planning and launching a new airport on the
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2004, which did not bring the expected takeover, was the year in which ANA's airport traffic began to grow once again. The 2004 European
Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially
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At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA – Aeroportos de
Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were
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In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
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In 1991 the liberalization of the
European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the
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This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and
Portugal's economic difficulties called into question large
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The 1990s began with the Gulf crisis, which affected both aviation and the world economy. Other sources of instability were the war in
Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the
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During this period ANA demonstrated its capacity to provide services to third parties, within
Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management. Investment in infrastructures continued, with improvements in the different airports and in the
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The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical
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At the end of the 1980s, a major expansion in both the economy and air traffic was witnessed at the global and national level. For ANA, it was a period of investment in basic infrastructures, with the renewal of the Air Traffic Control systems and the Lisbon, Porto and Faro airports. Airport
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During this period the company's head office was built, in addition to buildings for the Airports' partners: forwarding agents, concessionaires and airlines. It was also a period when the Airports joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports
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One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
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company was forced to seek credit to support its development. Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
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ANA, SA appeared within a context of accelerated globalization, with the increasingly more intense movement of people and goods. Its competitiveness and that of the country was dependent on its responses to this new situation.
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Created under Portuguese Law Decreto-Lei n.º.453/91 de 11 de Dezembro, this company, which receives exclusively public funds, was established to study, plan, build and utilise the airports in the Autonomous Region of
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example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
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Formed in July 2000, its primary function is to assist and service aircraft on stop-overs at Portuguese airports, commonly referred as handling.
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projects such as the new Lisbon airport, which the Government suspended in 2004.
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partnership to be combined with the privatization of ANA itself.
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Association) and AOCI (Airport Operators Council International).
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activities also grew: free shops, rent-a-car offices, parking.
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Formed in January 1988, to manage pension fund management.
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FUTURO – Sociedade Gestora de Fundos de Pensões, S.A.
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ANAM – Aeroportos e Navegação Aérea da Madeira, S.A.
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658:(AIM) which opened in 1995, four years before the
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205:, Portuguese for "Airports and Air Navigation".
596:Portuguese airports in the archipelago of the
446:Portuguese airports in the archipelago of
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56:. Please do not remove this message until
242:company's growth in the following years.
76:Learn how and when to remove this message
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193:, including Portugal's largest airport,
52:Relevant discussion may be found on the
725:Cristiano Ronaldo International Airport
646:ADA – Administração de Aeroportos, Lda.
269:Cristiano Ronaldo International Airport
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88:Governing body of airports in Portugal
727:, formerly known as 'Madeira Airport'
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609:ANA owns five handling companies.
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614:PORTWAY – Handling de Portugal, S.A
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650:Formed on 12 September 1994 in
261:Lisbon Airport with ANA signage
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660:Portuguese handover of Macau
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203:Aeroportos e Navegação Aérea
189:is the airport authority in
18:ANA – Aeroportos de Portugal
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750:September 19, 2009, at the
656:Macau International Airport
624:NAER – Novo Aeroporto, S.A.
58:conditions to do so are met
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187:ANA Aeroportos de Portugal
118:Aeroportos de Portugal, SA
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768:January 5, 2011, at the
91:Not to be confused with
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201:"ANA" stands for
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139:Headquarters
123:Company type
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720:Santa Maria
504:Santa Maria
434:Porto Santo
309:low costs.
254:thus born.
163:Vinci Group
114:Native name
824:Categories
732:References
199:initialism
126:Subsidiary
66:April 2024
43:neutrality
763:ANA GROUP
605:ANA Group
584:São Jorge
54:talk page
766:Archived
748:Archived
640:Madeira.
568:Graciosa
488:Terceira
394:Portugal
191:Portugal
150:Portugal
47:disputed
448:Madeira
209:History
197:. The
169:Website
131:Founded
705:Lisbon
695:Flores
598:Azores
552:Flores
331:Lisbon
158:Parent
144:Lisbon
715:Porto
700:Horta
652:Macau
536:Corvo
520:Horta
380:Porto
685:Beja
364:Beja
348:Faro
176:.ana
134:1998
40:The
745:ANA
178:.pt
174:www
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