Airport Business Mgmt - Polish Airport Market Analysis

CA2003C – Airport Business Management

Semester Paper

Magdalena Anna Fas
No. 07021435

CA200 C – Airport Business Management Semester Paper

Table of contents:

1. Introduction ……………………………………………………………………………………….3

2. Market environment …………………………………………………………………………….4

a. Country data ………………………………………………………………………….4

b. Polish air transport market in the world …………………………………………….4

c. Polish air transport market – characteristics ………………………………………6

d. Present and future infrastructure …………………………………………………….7

3. Ownership issues ……………………………………………………………………………….12

4. Key management issues ……………………………………………………………………...14

5. Performance benchmarks ……………………………………………………………………15

5. Business partners ………………………………………………………………………………...17

6. Summary ………………………………………………………………………………………….18

7. Annex ……………………………………………………………………………………………..19

8. Bibliography ……………………………………………………………………………………..20

Magdalena Anna Fas No. 07021435 Page 2


1. Introduction

Past twenty years have brought a great deal of changes in Eastern Europe. The region
has been subject to a continuous stream of alterations in all areas of public and private
life. Being the biggest and most-densely populated country east of Germany, Poland’s
case was the most evident example of how difficult that change may be. Although still
fighting ghosts of the past, two decades later the country prides itself with a stable
economy growing at a considerable rate. EU access in 2004 and the recent admission
to the Schengen area accelerated adaptation to the European norms facilitating
business development and increasing citizens’ mobility.

Air transportation has not remained unaffected in the course of transformation. Also,
the post-EU-access LCC-invasion on Eastern Europe put additional pressure on nation’s
airport infrastructure. A four-fold increase in passenger numbers over past eight years,
estimated steady growth through 2030, still relatively low mobility of Poles and
underdeveloped facilities are the major factors making Poland a good investment
opportunity.



2. Market environment:

In the following chapter the key features of the polish air transportation market will be
highlighted to give the reader a broad background and enable a quick recognition of
airport investment potential.

a. Country data (also see Annex):

Poland belongs to the largest countries of the European Union (EU) with a total area of
312.7 thousand sq. km. Its favorable location in the heart of the continent gives it a
huge transit potential which has so far materialized mainly in road and rail transport. As
per air transport, this opportunity is yet to be taken advantage of – relative weakness
and internal problems of the country’s national carrier (LOT Polish Airlines S.A.) as well as
a strong competition in the region (Lufthansa, CSA, Malev, Austrian Airlines, etc.) and
infrastructure underdevelopment has prevented Poland from becoming a major player
in the west-east transfer market.

Population density of 122, below the European average, may be misleading as the
urbanization rate is relatively high with estimated 75% of the 38 plus million Poles being
concentrated around several major metropolitan centers or living in urbanized areas.

In the course of transformation the structure of polish economy underwent dramatic
change with employment structure shifting away from heavy industries and agriculture
towards services. Currently, around 60% of active workforce belongs to the services
sector the reminder being divided almost evenly between heavy industries and
agriculture. A year on year increase of Poland’s GDP oscillates around the 5% mark
positioning the country well for the future.

b. Polish air transport market in the world

In 2006 Polish airports saw more than 15.3 million travelers which constituted more than
a 30% increase on the 2005 figures. In Europe, average airport traffic increased by 7% in
the same period. Warsaw airport, historically the busiest polish airport, experienced the
steepest increase handling over a million passengers more than year before. Krakow,
Gdansk, Wroclaw and Katowice followed.

Traffic forecasts are not unanimous about the bright future of polish market, although
the polish Civil Aviation Office (ULC) gives more conservative growth estimates than for
example the Regional Airports Association. Even so the ULC forecasts are positive and
useful for formulation of the low growth scenario for passenger traffic growth at polish
airports.



Pax traffic development 2005 -2030 63.8
Polish airports 51.4
source: ULC
41.5

30.4
22.3
18.4 20.3
15.3 16.4
11.5

2005 2006 2007 2008f 2009f 2010f 2015f 2020f 2025f 2030f

The International Air Transport Association estimates passenger traffic in Poland to grow
ransport
by more than 11% yearly through 2009 – the highest growth rate projected for airport
traffic for anywhere in the world (among countries with a minimum of 2 million yearly
travelers). ULC expects the traffic to grow at an at least 10% rate through 2010 with a
pects
stable 6-7% year on year growth until 2020. Such robust forecasts mean that polish
7%
airports immediately require major investment in infrastructure as otherwise they will not
be able to cope with the increased demand.

Countries with over 2 million annual pax
ranked by avarage annual growth rate
in 2005 - 2009
source: IATA

Poland
China
Czech Republic
Qatar
Turkey
Romania
Malaysia
India
UAE
Pakistan
Republic of Korea
0 2 4 6 8 10 12 Jordan
% Growth
Australia



c. Polish air transport market – characteristics:

The structure of air travel in Poland has changed visibly over last five years. Historically,
the market share of regional airports was marginal due to a high centralization of
overall traffic whereby the Warsaw airport held the primary role. Notably, the
monopolistic position of PLL LOT S.A. made a great contribution to the prolonged
discrimination of regional airports. The latter are however expanding at a fast pace,
ation
with checked-in passenger figures growing by two thirds on previous year’s figures both
in two-thirds
in 2006 as in 2007. Increase in passenger traffic in Warsaw did not exceed 15% per year
in the same period. In 2007, for the first time did the regional airports handle more traffic
airports
than Warsaw which share in the overall traffic is expected to further decrease reaching
some 40% by 2020.

Polish Airport Market
Passenger traffic at Warsaw
Warsaw-Okecie - 2004
and regional airports 2002 - 2020 source: ULC WAW
source: ULC KRK
4% 5% 2%
4% KTW
24 7%
WRO
9%
69% POZ
GDN
16 Other

9.9
9.3
8.1
7.3
Polish Airport Market -
7.1 2007
6.1 4.4
4.9 5.2 WAW
source: ULC
2.7
1.9 KRK
1.6
9% 5%
5% KTW
7% 48% WRO
2002 2003 2004 2005 2006 2007 2020f
16% POZ
10%
GDN

Warsaw-Okecie Regional airports Other

The robust post-2004 growth is for its most part attributable to the low cost carriers’ entry
2004 low-cost
which greatly stimulated demand offering a convenient product at affordable prices.
mand
As shown at the chart below, the LCC participation in the polish market experienced a
four-fold growth in the three years after the 2004 liberalization of the skies with major
fold
low-price airlines being Ryanair, WizzAir and easyJet. Unlike PLL LOT which has been
g
reorganizing its network around its Warsaw hub, LCCs opt for pointpoint-to-point proposition
point
that boost traffic figures in centers away from the capital and are as such welcomed in



the regions. This trend shall continue into the future in spite of the current economic
difficulties.

Changes in market structure
2004 - 2006
source: ULC

100%

80%
Other
60%
LCC
40%
PLL LOT
20%

0%
2004 2005 2006

d. Present and future infrastructure

Currently, there are ten airports serving scheduled international traffic, of which the last
traffic,
four are small regional airports that experienced a particularly high growth in last 4
years:

- Warszawa Okecie (WAW) - Krakow Balice (KRK)
- Katowice Pyrzowice (KTW) - Wroclaw Strachowice (WRO)
- Gdansk Rebiechowo (GDN) - Poznan Lawica (POZ)
- Szczecin Goleniow - Rzeszow Jasionka
- Lodz Lublinek - Bydgoszcz Szwaderowo

Major airports - development 2004 - 2007
Source: ULC
GDN
POZ
WRO
KTW
KRK
WAW

0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000
Pax
2007 2006 2005 2004



Of the established airports (WAW, KRK, KTW, GDN, WRO, POZ), none is free of concerns
related to the dynamic development of demand and all of them have a significant
need for modernization of existing and/or conception of future facilities.

WARSZAWA-OKECIE:

Historically Poland’s principal airport serving the country’s capital benefits from its
localization (10km from the city centre) and PLL LOT’s strong holding. Traffic growth at
WAW was significant although way below the country’s average, giving a more reliable
indication for estimated future growth. Steady increase in both passenger and cargo
traffic transported by over 30 airlines into five continents are the main features of the
airport. Currently, major improvement works are in place leading effectively to
improved communication with downtown Warsaw. Notoriously underdeveloped, it has
recently opened its third terminal (T2) which complements the T1 and the low-cost
Etiuda Terminal. The latter started its operation in 2001 and, being conceived as a
temporary solution, is to be shut down in near future.

WAW WAW
Passenger traffic 1996 - 2006 Aircraft Movements 1996 -2006
source: P.P. Porty Lotnicze
source: P.P. Porty Lotnicze
140000
10000000
120000
8000000 100000
6000000 80000
60000
4000000
40000
2000000 20000
0 0

The airport’s future remains a question mark as there are several issues partly related to
planning and partly to ownership structure:
• present runway pattern limits the possibility of expansion – initial concepts to
reshape it into single parallel set of runways that would allow for simultaneous
separate use increasing the airport’s runway capacity;
• shut-down of Etiuda terminal and a compulsory transfer of low-cost carriers to the
T2 increased operational costs – a new low-cost airport serving Warsaw is being
conceptualized north-north-west of the city in Modlin (ex-military airfield);
• Central Airport for Poland – revolving concept, rather politically than strategically
inclined, of building a large hub airport between Warsaw and Lodz; currently
under review.



A state-owned company P.P. Porty Lotnicze has full
ownership rights to the airport also being its operator
and main services supplier. The company’s nature
limits the possibility of market-driven decision-making
as it is highly dependent on the current line in politics.
However, in recent years the airport has seen major
improvements.

KRAKOW – BALICE:

In 2007, Krakow Balice Airport passed the 3 million passenger mark and continues its
development as the largest regional airport in Poland. Given Krakow’s positioning itself
as a modern creative city with strong traditions and cultural appeal, the airport’s traffic
comprises a healthy mix of business and leisure traffic in domestic, short- and long-haul
markets which reduces its seasonality.

KRK KRK
Aircraft movements Passenger traffic
2000 - 2007 2000 - 2007
source: Krakow Balice Airport source: Krakow Balice Airport
50000 3500000
40000 3000000
2500000
30000 2000000
20000 1500000
1000000
10000 500000
0 0

Krakow Balice Airport is split between military and civilian operations, the latter of which
are managed by a limited company founded in 1996 - Krakow-Balice International
Airport Sp. z o.o. The company’s ownership structure is pictured on a graph below.



Airport operates with one runway sufficiently long to
KRK
accommodate most of available pas passenger fleet. Ownership structure
Terminal capacity comprises of two facilities – T1 source: Krakow Balice
handling international and T2 – domestic traffic. Airport

Investments planned for the nearest future regard mainly 1.04%
22.73 0.04%
modernization and expansion of taxiways and fast fast-exit %

ways on the airside as well a further enhancements on
as
the airside. Due to airport’s popularity as a business
partner among low-cost carriers and increasing traffic
cost 76.19
%
figures the need for a third low low-cost terminal and P.P. Porty Lotnicze
another runway may soon surface.
Malopolska Voivodship

City of Krakow
Authority

KATOWICE - PYRZOWICE

As other regional airports in Poland, Katowice International Airport underwent an
accelerated development just after the EU access. Since 1991 the airport has been fully
owned by a market traded company – Gornicze Towarzystwo Lotnicze that in spite of
its close links to both PLL LOT and P.P. Porty Lotnicze managed to steer the airport away
from politics. The airport benefits from a densely populated catchment area (some 11
million people live within 1.5 hour journey) and also is well positioned for cargo tr
transport
being in the heart of the most important polish industrial region.
KTW has seen major improvement and/or expansion works ever since the GTL S.A. took
over what was back then a mainly military facility. In around ten years two passenger
terminals (capacity of 3.7 million) have been built along with a separate cargo facility.
apacity
Infrastructure on the airside has been expanded and up graded over the years as have
up-graded
the road and rail links to downtown Katowice and other cities in the region.

KTW KTW
Passenger traffic Passenger traffic
1996-2006 1996-2006
source: Katowice Intl. Airport source: Katowice Intl. Airport

2500000 2500000
2000000 2000000
1500000 1500000
1000000 1000000
500000 500000
0 0



Owing to the forecasted growth there is a well defined need for further growth. The
well-defined
future plans embrace construction of a third terminal and a second runway to mention
the most significant issues. GTL S.A. is the airport’s operator also providing a host o
of
auxiliary services in passenger and cargo handling, flight catering, insurance and
advertising through its subsidiaries.

WROCLAW – STRACHOWICE

Wroclaw International Airport serves south west Poland taking advantage of Wroclaw’s
south-west
strong economic positioning and cultural appeal. The traffic boomed in 2004 and
figures were on the way up ever since forcing up grading works. The existing terminal
up-grading
has been modernized as have the runway and other airside infrastructure.

WRO WRO
Aircraft movements Passenger traffic
1996-2007 1996-2008
source: Wroclaw Intl Airport source: Wroclaw Intl. Airport

30000 1000000
25000 800000
20000
600000
15000
400000
10000
5000 200000
0 0

The airport is owned by Port Lotniczy Wroclaw
WRO
S.A., a publicly-owned company which apart of
owned Ownership structure
being the operator also provides a wide range of source: Wroclaw Intl. Airport
services on the site.
Owing to the growing traffic but also in a due
course of preparation for the EURO 2012 games 27% 25%
the airport will experience further expansion both
on the airside and landside.
48%

PP Porty
Lotnicze

Miasto-Gmina
Wroclaw

Wojewodztwo
Dolnoslaskie



The four airports described above belong to the largest polish passenger airports by size
and as such are representative for Poland’s civil airports – up to a varying degree the
same problems appear throughout the country: underdevelopment, obsolesce,
problems with funding, etc. Additionally, aviation is still a battle ground for contradictory
lines in politics and between the regions. This however, has been changing gradually as
the EURO 2012 is approaching and more rational solutions take the lead.

3. Ownership issues

Historically polish airports have been fully state-owned companies managed by a
centralized body – Zarzad Ruchu Lotniczego i Lotnisk Komunikacyjnych (ZRLLK, Air Traffic
and Civil Airports Office) that would also provide air traffic services in polish airspace.
P.P. Porty Lotnicze (Airports State Company) was founded in 1987 by a governmental
decree (Dz. U. Nr 33 poz. 185) as inheritor of ZRLLK’s functions.

The act conferred the following tasks to P.P. Porty Lotnicze:
• construction, modernization and management of civil airports (air- and
landside);
• provision of services for air passengers;
• provision of services for air carriers (passenger and cargo);
• provision of MRO for air carriers.

P.P. Porty Lotnicze is main player in the polish market. Based on the before mentioned
act, it directly manages three polish airports (WAW, RZE, ZGR) and holds significant
shareholdings in the reminder (Bydgoszcz, Gdansk, Katowice, Krakow, Poznan, Szczeci,
Szymany k/Szczytna and Wroclaw).
The latter group has been transformed into privately owned companies in the 1990’s
with similar ownership structures being a combination of P.P. Porty Lotnicze and local
and regional authorities.

Based upon the Air Law Act signed on July 3, 2002 (Dz. U. z 2006 r. Nr 100, poz. 696; with
amendments) foreign ownership of polish airports is possible, it should however not
exceed 49% of total shares to be regarded lawful. Additional restrictions are put on the
issue of voting rights.

The Air Law Act together with its amendments (post-2006 in particular) introduced a
series of changes with regard to joint military and civilian use of airports. Recently,
another piece of legislation has been approved allowing the Polish Military Property
Agency to transfer its ownership rights over unused (ex-) military airports to respective
civilian authorities. This measure should ultimately lead to a great part of existing



facilities being converted for civilian use and a sharp increase in investment
opportunities for both domestic and foreign investors.
As shown on the map below, there is a broad range of locations throughout the
country that has been pin-pointed for future civilian use development. These are mostly
sports or (ex-) military facilities but also existing civil airports looking to modernize
themselves as respective local authorities realized a regional airport’s value in the
region’s development.

Expansion of airport infrastructure in Poland became widely regarded as vital for the
country’s development. Therefore it is treated as a priority in Poland’s negotiations for
EU grants (i.e. the European Development Fund). Being a part of a larger European
network (TEN-T), these projects receive significant money injections from the Community
– possibly a sign of bright future in the eyes of investors.



4. Key management issues

Polish airport market as any of the fast-growing underdeveloped markets has a
tendency to be extremely ambivalent in the sense that the split between its positive
and negative attributes becomes blurred at times. What today seems a drawback
tomorrow may turn into an opportunity and vice versa. Therefore careful management
is a must. In general terms, innovative but consistent and fact-based strategic planning
seems to be the most important issue management will face regardless of the particular
airport’s stage of development. Honest projection of traffic figures and market analysis
compared against existing facilities will be a good start for strategy building. From there
it will be possible to evaluate the need for:

• physical expansion (meaning air- and land-side facilities, road and rail
infrastructure improvements, staffing levels, etc.);
• non-physical development (meaning expansion and improvements of services
provided on site, increase in productivity, rationalization of processes, increase in
concessionary revenue, airport’s marketing and increase of its share in public
consciousness, improvements in stakeholders relationships, etc.);
• funding (effective fund-raising will become increasingly important as more and
more applications for state- and/or EU-funding are being registered).

The country’s airports are still in a phase of catching-up with its European counterparts
so tight operational and financial control will be crucial while executing the strategy.
Several short- to medium-term challenges should be underlined:

• EURO 2012 – severe workload and financial strain on the airport and its budget
but it is crucial to complete all works as planned for a smooth operation during
the games. Extra funding has been secured and should lead to significant
improvements of airport infrastructure across the country in a relatively short
period of time. Downside being that rush should not be a pretext for provisional
solutions;
• increasing competition levels in all dimensions (domestic, international, global)
with strong, established airports in neighboring countries as well as possible
difficulties with maintaining the interest of low-cost carriers;
• implementation of more aggressive airport marketing so as to boost route
development (and the airport’s general performance);
• expansion of the European high-speed rail network – lobbying in favor of better
rail and road infrastructure as a countermeasure;
• entry of foreign airport operators seems inevitable and will put high pressure on
P.P. Porty Lotnicze to make their own operations more efficient.
• lack of market diversification – as for now mostly the low-cost segment has been
evolving; there is a vital need of attracting full-service players to the market as



they are more likely to require sophisticated infrastructure and services, thus
generating higher revenue levels
• ‘green’ airport business – as the society becomes more environment-conscious,
pressure on airports will grow to introduce eco-friendly solutions.

5. Performance benchmarks

As the market liberalization continues polish airports will operate on a more and more
free-market basis. Also, because of its being immature relative to the Western Europe,
there is a constant need of up-grading and catching-up with the continent’s standards.
Therefore, polish airports like any others cannot be effectively managed without
stringent means of operational and financial control that would not only give a clear
picture of the performance of the airport in question but also position that airport in
some kind of context on the international arena.

Income ratios
Traffic charges: Total turnover measures the degree of reliance upon traffic income
monitors total commercial income-related efficiency
Commercial income per pax (inclusive of concessions & car parking)
measures ability to generate concessionary income (incl.
Concession income per pax of all concessionary services)
Duty- & tax-free income per intl. monitors the income from sales of tax- & duty-free goods
departing pax per intl. departing passenger)
Income from concessions other than duty-&tax-free
Other concessions income per pax sales, excl. of car-parking
measures income from public car-parking per passenger,
Car-parking income per pax highly dependent on location
measures income performance from noncommercial or
Other income per pax concessionary areas (i.e. real estate)

Staffing and cost ratios
Staff costs per staff member measures avarage wage level at the airport
Passengers per staff member measures staff productivity
measures overall employee cost per output unit, not
Staff costs per passenger including freight
Other direct costs per pax measures other cash costs per unit of output
includes real estate taxes, utilities, cleaning, car-parking
Property costs per pax management, etc.
Maintenance and equipment costs per measure of equipment operational and maintenance
pax costs
airport administration related costs, dependent on
General costs per pax policing costs

Financial ratios
Earnings: Share a measure of profit after tax
Dividend: Share amount of earnings paid out as a dividend
Dividend cover proportion of earnings paid out in dividend



measures the degree to which current debt can be
Interest cover covered by current trading
Debt: Equity a measure of financial risk
source: BAA
The set of benchmarks presented in the table above is a comprehensive representation
of the wide array of airport operations and their financial aspects. Doganis and
Graham proposed a simplified composition of benchmarks:

Classification of cross-sectional performance measuring

Costs
Total costs per WLU
Personnel cost per WLU
Capital cost per WLU

Revenue
Gross revenue per WLU
Gross revenue/expenditure
ratio

Labour productivity
Gross revenue per employee
WLU per employee
Value added per unit
personnel cost

Capital productivity
Assets per WLU
Profit/net assets ratio
Value added per unit capital
cost

Financial profitability
Profit/revenue ratio
Value added per unit staff and
capital costs
source: Doganis & Graham, 1987

For benchmarks to be effective it is necessary to be able to compare them against the
industry data. Thus, it is fairly impractical to generate a unique set of indicators. Indeed,
they should draw conclusions from the little commercially sensitive data that is available
and be somewhat constant across the industry.

Doganis and Graham’s proposal is based on WLU, or work-load units, equal to one
passenger or 100kg of freight. Accordingly, performance profiles can be created for a
particular airport whereby each individual indicator is measured against the industry
average, which is normalized to the value of 100 (index value).



Regardless of the method, one should bear in mind that the scope of activities and
duties vary greatly (i.e. accounting methods, average salary, ownership form, etc.)
affecting factual or depicted results and making a fully true comparisons almost
impossible.

What will the benefits of benchmarking be? Firstly, putting an airport within an
international context will increase the management’s motivation to develop a
consistent and realistic development strategy and allow for evaluation of its execution
as the time passes by. Secondly, the chosen set of benchmarks gives a detailed picture
of the financial and operational side of the business, potentially attracting customers.
The management should not constrain themselves to comparing only data but also the
more tangible aspects, i.e. introduce customer satisfaction surveys, develop positive
community relationships, evaluate possibilities of ‘green’ business-making, etc.

Altogether, different forms of comparison will enable more efficient operations from
which all interested parties shall benefit.

5. Business partners

Hochtief AirPort GmbH

Founded in 1997, developed from a construction company Hochtief GmbH, based in
Germany Hochtief AirPort GmbH has a proven record of within holistic airport
management having built up an attractive and balanced portfolio of shareholdings in
the airports of Athens, Dusseldorf, Hamburg, Sydney and Tirana.
The company is interested in partial shareholdings securing long-term operator license
providing a wide range of services from one source:
- strategic airport management
- tailor-made project development
- investment services and partnership
- aviation and non-aviation competencies
- active location marketing

Hochtief AirPort GmbH has been chosen due to the substantial success it achieved
especially while turning-around the airport of Budapest.

Transport & Logistics Consultancy Ltd.

UK-based subsidiary of Hochtief AirPort GmbH, the company specializes in cargo and
logistics consultancy providing expertise in the following areas:

- operations planning
- performance improvement
- facility layout



- operations design

The choice is motivated by the need of exploring the cargo market and enhancing
cargo facilities and operations at polish airports.

AMS Studio

Small Poznan-based design studio which made the news with its passenger terminal
project for Lawica Airport in Poznan. The award-winning project of a terminal with
maximum capacity of 2 million passengers per annum has an innovative form making it
pleasant for travelers. Also, it has been designed to meet the latest international
standards.

The studio was chosen for its creativity and deep knowledge of both the industry’s
requirements and local conditions.

BUDIMEX S.A.

One of the largest polish construction companies with a long track in large projects
realization embracing numerous location within Poland, Germany, Eastern Europe,
Russia and recently also Middle East in three main fields – general construction,
transport infrastructure and environmental protection. Varied experience is what makes
Budimex S.A. a good partner; engagement in construction of passenger terminals in
Krakow and Poznan, air traffic control centre at WAW, office buildings for both P.P.
Porty Lotnicze and PLL LOT as well as involvement in transport infrastructure (i.e.
motorways, bridges, tube stations) and environmental protection construction (i.e.
sewage treatment plants) give it technical expertise for advanced eco-friendly project
designs and construction.

6. Summary

For the Polish regions, the development of airports is an opportunity for better regional
accessibility, a higher ranking as travel and investment destinations, higher
expenditure both on the airports and in their vicinities, new jobs in air transportation as
well as in tourism. They have become an underlying factor for development and are a
basic prerequisite to be considered a viable localization for new businesses.

As shown in the paper, there are numerous investment opportunities be it an existing
airport or a planned one. It is the pro-active and well prepared companies that will



Annex:

source: GUS

YoY change at major polish airports
source: ULC

100%
80%
60%
40%

20%
0%
WAW KRK KTW WRO POZ GDN

2005/04 2006/05 2007/06



PL Domestic Pax Traffic 2003 - 2007
source: ULC
120,000

100,000

80,000

60,000

40,000

2003 2004 2005 2006 2007
20,000

0
May
Mar

Nov
Jan

Feb

Jun

Dec
Jul

Oct
Apr

Aug

Sep
PL Domestic Pax Traffic 2003 - 2007
YoY change
30.00 source: ULC

20.00

10.00

0.00

-10.00
2003/2004 2004/2005 2004/2005 2005/2006
-20.00
May
Mar

Nov
Jan

Feb

Jun

Dec
Jul

Sep

Oct
Apr

Aug



Sources:

1. Urzad Lotnictwa Cywilnego (Civil Aviation Office) – www.ulc.gov.pl
2. Ministerstwo Infrastruktury (Ministry of Infrastructure) – www.mi.gov.pl
3. Ministerstwo Finansow (Ministry of Finance) – www.mf.gov.pl
4. Polski Urzad Statystyczny (Polish Statistical Office) – www.stat.gov.pl
5. P.P. Porty Lotnicze – www.poty-lotnicze.com.pl
6. Eurostat - epp.eurostat.ec.europa.eu
7. Airports websites:
a. WAW – www.lotnisko-chopina.pl
b. KRK – www.krakowairport.pl
c. KTW – www.katowice-airport.pl
d. GDN – www.airport.gdansk.pl
e. WRO – www.airport.wroclaw.pl
f. POZ – www.airport-poznan.co.pl


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