Prepared for:

PANAMA TRADE

MISSION TO

ATLANTA

GEORGIA, April 28-30, 2010

1

OUTLINE

1. Who we are?

2. Why so successful?

3. Statistics

4. Strategic Direction

5. AITSA – Key Performance Axis

6. Master Plan for Apron & Passenger Terminal

7. Master Plan for Airport City Concept

8. Master Plan for Cargo Area

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1. WHO WE ARE?

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Tocumen S.A was founded in 2003 as a private entity

and the Panamenian Government holds 100% of its

shares. It has over $440 million in assets.

We offer services to 30 passenger airlines that fly to

54 destinantions and serve over 4.7 million passenger

per year.

Tocumen S.A. is one of the most important partner of

the Panamenian Government by contributing in the

social development of the country through its Social

Responsability Programs (RSE).

WHO WE ARE?

4

WHO WE ARE?

Tocumen is projected has one

of the major HUB’s in the

region.

The location of Panama has favored the development of a HUB

who covers the entire American Continent, and in addition, serves

Europe

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2. WHY SO SUCCESSFUL

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GLOBAL COMPETITION

Local Strong

Market(Local business demand,

Strong Economy)

There are 5 major elements which determine whether an

Airport has the potential to become a successful HUB….

Strong Airline(Itinerary, destiny, big fleet,

reliable)

Good Airport

Infraestructure (Steril Conextion, Jetways)

Regulations

Practices(Visa Policies)

Favorable

Location(Geografy, climate, height)

Succesful

Airport

HUB

SH&E

7

There are some airports in the region who are strongly positioning to

become successful HUBs, however, there are missing points…

mostly out of control

GLOBAL COMPETITION

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3. STATISTICS

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2008 2009 2010*Var.%

09/10

PASSENGERS AIRLINES 63,529 70,454 79,613 11

CARGO AIRLINES 7,873 7,654 7,807 -

GENERAL AVIATION 2,219 2,222 2,244 -

TOTAL 73,621 80,330 89,664 9

AIRLINES OPERATION MOVEMENTS, 2008-2010

* Proyecciones

STATISTICS

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TOTAL PASSENGERS 2004 - 2009

Passengers Movements Registered

during ’05-’09

Año Pasajeros Var. %

2005 2,756,948 -

2006 3,215,423 14%

2007 3,805,312 15%

2008 4,549,170 16%

2009 4,748,621 4%

2010 5.273,900 10%

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000 2008 20092006 20072005

-5

0

5

10

15

20

25

30

Ene Feb Mar Abr May Jun Jul Ago Sep Oct Nov Dic

En el 2009 se confrotaron grandes desafíos: La crisis económica mundial, SARS (H1N1) y

una competencia agresiva

Po

rcen

taje

Crecimiento de Pasajeros 2009 Vs. 2008

Pandemic Influenza Effect

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Year Embark Disembark Transit -Direct Total

2006 1.036.508 1.040.387 1.138.528 3.215.423

2007 1.171.250 1.175.635 1.363.740 3.710.625

2008 1.311.800 1.316.715 1.540.555 4.169.070

2009 1.469.220 1.474.720 1.725.420 4.669.360

2010 1.645.530 1.651.685 1.915.955 5.213.170

2015 2.650.140 2.660.050 2.979.260 8.289.450

2020 3.350.320 3.556.650 3.912.310 10.851.280

2025 4.750.800 4.755.440 5.230.980 14.303.220

PASSENGERS FORECAST

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4. STRATEGIC DIRECTION

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Society Perspective

Customers, Passengers, Airlines Perspective

Infraestructure & Processes Perspective

Financial Perspective

Personnel Perspective

Quality Axis

Improvement & Infraestructure processes

Improve resource mgmt resoruces

Improve security in baggage and people

inspection

Improve quality of services and

Infraestructure

Improvements in the prevention of

occupational hazards

Increase gross revenues from all

operations

Seize Forecast Demand

Improve environmental protection quality

Improve security in all operations

Empower human resources and infraestructure

Improve quality image perceived by society

Guarantee continuity of al operation

processes

STRATEGIC MAPPING (BALANCED SCORECARD)

PLANES ESTRATÉGICOS

Improve Profitability

Securiy Axis

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STRATEGIC DIRECTION – OJECTIVES

PLANES ESTRATÉGICOS

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• Keep Passenger HUB leadership in the region.

• Become Air Cargo HUB for the region by 2015.

• New Land and Airfiel development (East & West).

• Guarantee continous improvemnt of infraestructure, high-tech equipment and

human resources.

In summary: Our Key Performance Anchors

SECURITY : “Security an implicit objective in everything we do/plan”

TECHNOLOGY: “TIC to drive changes”

QUALITY : “ Quality to prop out actions”

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Why the Need for a new Strategic Vision Concept

Lands property of Panama University (300-Hectares)

– Layout and uses will impact future terminal options

– Impacts existing Master Plan

– “Southward” development progression influences airfield infrastructure

– Implementation can generate revenues for future investments

Future vehicular tunnel to existing cargo area will require future

terminal development and approximately 2,000 hectares of

private developments to the southeast side

Both projects need to planned for long term compatibility and

passenger terminal expansion

Near-term Decisions will Impact Future Options

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6. MASTER PLAN FOR APRON & PASSENGER TERMINAL

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EXISTING MASTER PLAN – PHASE I - 32 Operations/hr

2004 - 2007

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EXISTING MASTER PLAN – PHASE II – 44 Operations/hr

2009 - 2011

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NORTH CONCOURSE

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New Building for TIA Administration & Government Entities

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EXISTING MASTER PLAN – PHASE III – 49 Operations/hr.

2011 - 2012

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EXISTING MASTER PLAN – PHASE IV – 63 Operations/hr.

2015 - 2020

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EXISTING MASTER PLAN – PHASE V – 73 Operations/hr.

2025 - 2030

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7. MASTER PLAN FOR AIRPORT CITY

CONCEPT

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VISION

PLANES ESTRATÉGICOS

“To become a “Aerópolis – Aiport City Model”, highly

profitable and effective, valued by its customers and public

opinion, recognized by the security, trust and efficiency of its

operations which in turns guarantee overall leadership as a

Passenger and Air Cargo HUB, competing in a dynamic and

globalized market”.

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AIRPORT CITY CONCEPT

PLANES ESTRATÉGICOS

Airport passenger

Terminal & Air

cargo hub

International

Business

Tourism

Leisure

Logistics

Distribution center

Free trade zone

Custom free zone

High-tech

Infrastructures

Seaport

Sea-and-Air

Multimodal

Airport City Model as Hub

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UNIVERSITY LAND

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AIRPORT CITY CONCEPT

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AIRPORT CITY CONCEPT

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AIRPORT CITY CONCEPT

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AIRPORT CITY & PRIVATE DEVELOPMENTS

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8. MASTER PLAN CARGO AREA

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AIRPORT CITY & PRIVATE DEVELOPMENTS

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VEHICULAR TUNNEL TO CARGO TERMINAL &

FUTURE DEVELOPMENTS AREAS

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VEHICULAR TUNNEL TO CARGO TERMINAL &

FUTURE DEVELOPMENTS AREAS