Privatization process in Sweden: the role of the state and Swedavia, Olle Fält)
The document discusses the deregulation and privatization of airports in Sweden. It began in 2009 with the break up of the aviation monopoly held by Luftfartsverket (LFV), which was divided into a technical company and a new airport operating company called Swedavia. Some Swedavia airports were then sold to regional public entities. This included airports like Norrkoping, Halmstad, and Kalmar that were sold in 2006. The document outlines the ownership models that emerged, including airports wholly owned by municipalities and regions, and private ownership in the case of Ängelholm airport. It provides examples of airports that took different approaches after privatization, from staying largely the same, to cautious gradual development, to revolutionizing
Privatization process in Sweden: the role of the state and Swedavia, Olle Fält)
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- 6. Break up of LFV aviation monopoly in 2009 LFV to keep on technical aspects only New company (Swedavia) established to manage / run the airports Also a political decision to sell some of the LFV / Swedavia airports Recognition of uncompetitive and highly expensive model Swedish Timeline
- 7. The Sale Process – Regional Perspective Regions nervous about taking on airports Long term implications of “owning” airport not clear Feeling that it’s a govnt. obligation Opportunistic regions could see the benefits Very fast negotiations resulted in quick sales Already in 2006 KLR, NRK, HAD were sold SLOW FAST
- 8. 1. EX‐SWEDAVIA Norrkoping (2006) Halmstad (2006) Kalmar (2006) Karlstad (2010) Jönköping (2010) Skellefteå (2010) Ängelholm (2011) Örnsköldsvik (2011) Sundsvall (2013) 2. SWEDAVIA Stockholm (ARN) Stockholm (BMA) Gothenburg Malmö Luleå Umeå Östersund Visby Ronneby Kiruna Sweden Status Quo
- 9. Ownership Models ‐ Sweden Ängelholm 100% private Real estate makes it profitable PEAB; construction company with development plans Jönköping Airport municipality owned Airport real estate controlled by separate municip. company Karlstad, Halmstad Municipality owned Considered a public “utility” Växjö Infrastructure owned by the region and 2 municipalities Airport tower services in separate company
- 10. Old philosophy – did same things, in the same way Since 2006 – no development whatsoever Dependent on 2 carriers (BRA & NextJet – both flying to Stockholm) No development strategy and no future vision 2015 – employed well known consultants! Staying Still………
- 11. Took time to adapt to new ownership Slow pace of development, but it was quite planned and deliberate Recent years has seen change – in particular the uncertainty around SAS’s future New strategy and now new routes: scheduled service to Berlin and increased charters Cautious………
- 12. Took a different approach immediately Revolutionised aero & non‐aero development Several new carriers: low cost and scheduled Charter biz +35% Revolution………