Description of the organizational structure of JSC "Airport Anapa"

Shown in Fig. 3 organizational structure of JSC "Airport Anapa" refers to the linear-functional type of organizational structures.

The company is headed by a CEO who is accountable to the board of directors. Advisors, chief accountant, heads of departments and deputies with services formed on a functional basis are directly subordinate to the general director. These include:

1. Deputy General Director for Production, to whom they directly report:

Production dispatching service of the enterprise;

Complex of engineering and technical maintenance of aviation equipment;

Department of material and technical supply;

Transportation organization service;

Fuel filling complex;

Information Technology and Communication Service.

2. The chief of the flight safety and quality service, to whom the following are directly subordinate:

Navigation service;

Medical unit;

3. Deputy General Director for Airport Operations and Construction, to whom the following are directly subordinate:

Aerodrome service;

Special transport service;

Service of electrical lighting for flights;

Heat and sanitary engineering service;

Service for the operation of ground structures and construction;

ORGANIZATIONAL STRUCTURE OF ANAPA AIRPORT JSC

Fig. 2. Organizational structure of JSC "Airport Anapa"

4. Commercial director, to whom they report directly:

Hall of officials and delegations;

Department of Settlements;

Department of contracts;

Hotel.

5. Deputy General Director for Security, who directly reports to:

Aviation Security Service;

Search and rescue flight support service;

First department;

Civil Defense and Emergency Situations Specialist.

All services, departments and groups are headed by chiefs, who are entrusted with the duties of operational management of the activities of units and control functions.

The structure of the service organization of transportation

Passenger service is the main activity of JSC "Airport Anapa". Ultimately, the work of all divisions of the enterprise is aimed at maximizing the organization of passenger service. The transportation organization service is directly involved in the organization of passenger service in the AVK, which includes 5 technological groups corresponding to the main operations of the passenger service technological process (Fig. 4):

Passenger and baggage check-in group;

Group of meeting and boarding passengers;

Dispatching group of support of SPP;

Information group;

Baggage claim and service control group.

· Service of organization of transportation (SOP) is a structural subdivision of JSC "Airport Anapa".

Fig. 3. Organizational structure of SOP

· The service is created and liquidated by the decision of the Board of Directors of JSC "Airport Anapa", which is announced for the enterprise by the order of the General Director.

· The service reports directly to the Deputy General Director of JSC "Airport Anapa" for production.

· The general management of the service, ensuring the fulfillment of the assigned tasks by the SOP employees is carried out by the head of the SOP, who is appointed and dismissed from it by the order of the General Director of JSC "Airport Anapa". The head of the SOP is responsible for not ensuring that the SOP performs the functions and tasks assigned to the service. For the period of temporary absence of the head of SOP, his duties are performed by a person temporarily appointed by the order of the General Director of JSC Anapa Airport.

· Employees of the SOP are appointed and dismissed by the order of the General Director of JSC "Airport Anapa" on the proposal of the head of SOP.

· The rights and obligations of the head of the SOP, employees of the SOP are determined by the relevant job descriptions and this Regulation.

SOP activities are aimed at providing commercial servicing of aircraft of carrier airlines performing domestic and international flights in terms of passenger service, baggage, mail and cargo handling. The main tasks of the SOP are: organization of a high level of service for passengers, consignors, consignees, airline agents, compliance with current work technologies, execution of transportation documentation, calculation of aircraft alignment characteristics, monitoring compliance with the rules for the carriage of passengers, baggage, mail and cargo, solving general issues concerning the activities of JSC "Airport Anapa", maintaining cleanliness and microclimate in the premises of the terminal in accordance with the requirements of the relevant documents.

· The office for the conduct of office work has personal stamps of employees, the use of which is regulated by the Regulation on accounting, storage and control over the movement of stamps in the SOP.

The main functions of the SOP are:

· Organization and provision of high-quality service for passengers, baggage, mail and cargo in accordance with approved technologies;

· Implementation of the entire range of organizational and technical measures provided for by the current legislation and normative and technical documentation for the uninterrupted and reliable operation of equipment and property assigned to the SOP;

· In accordance with the current rules, timely and high-quality execution of transportation documents;

· Implementation of measures to improve the organization of transportation, increase the technical equipment of the SOP by means of communication, mechanization and automation of technological processes;

· Participation in the development of the aircraft schedule, conclusion of contracts with airlines and cargo clientele;

· Calculation of aircraft alignment and control over the placement of commercial loads in aircraft in accordance with the loading schemes;

· Registration in accordance with the established procedure of documents related to violation of the rules for the carriage of passengers, baggage, mail and cargo;

· Development and implementation of measures to eliminate violations committed by SOP employees in the technological process of servicing passengers, handling baggage, mail and cargo;

· Carrying out the consideration of complaints and claims of passengers and cargo customers, organizing the preparation of responses to them, developing and implementing measures to eliminate the causes of complaints;

· Participation in drawing up plans for current and major repairs of buildings and structures assigned to the SOP, drawing up current and long-term plans and applications for equipment, material assets, accounting for property used in the premises and technological areas of the SOP;

· Ensuring safe access of vehicles and mechanization to aircraft and departure from them during loading and unloading operations;

· Development of proposals for the implementation of measures to save material resources, fuel and energy through their rational use. Rational use of allocated funds;

· Ensuring compliance with the current rules and regulations on labor protection, safety and industrial sanitation when providing passenger service and handling baggage, mail and cargo by service employees;

· Organization of work on labor protection in accordance with applicable regulations. Ensuring the passage of medical examinations by employees, training and testing of knowledge, providing employees with overalls, instructions and rules, monitoring the technical condition and safe operation of facilities and fixed assets;

· Participation in the investigation of accidents; severe, fatal and group accidents; occupational diseases and occupational poisoning associated with the operation of equipment, property and Vehicle; development of measures to prevent recurrence of similar cases, control over the implementation of these measures;

· Professional training of service workers, checking the knowledge of personnel on labor protection, electrical safety, fire safety, development of appropriate training programs and instructions. Organization of advanced training of employees and their certification;

· Implementation of interaction with agents and representatives of airlines at the airport "Anapa";

· Execution by the relevant personnel of the SOP of measures in accordance with the instructions, orders in force at JSC "Airport Anapa":

On the organization of search and rescue of the aircraft on the signal "READY", "ALARM";

Upon receipt of information about the preparation of criminal acts in the activities of the Civil Aviation, reports of the seizure of the Armed Forces and the announcement of the collection "NABAT";

In cases of aviation accidents or preconditions for them (evacuation and escort of passengers, unloading, weighing and delivery of baggage, mail and cargo to an established safe place);

Civil defense.

· Organization of warehouse operations, keeping records and statistical reporting on services provided to passengers and cargo customers, keeping records of receipts and consumption of materials;

· Organization of the work of the development group of the air terminal complex on keeping the air terminal premises clean and providing additional services to passengers for packing their luggage.

Interaction of SOPs with other services (departments).

To perform the functions and exercise the rights provided for by this regulation, the transportation organization service interacts:

With the flight safety and quality service on the following issues: organization, planning and implementation of measures to ensure flight safety, compliance with the requirements of regulatory documents, analysis of the state of flight safety, certification, standardization, quality system management.

Receipt:

Regulatory and administrative documentation on flight safety, certification, organizational issues of flight support;

Analyzes the state of flight safety in GA, Yuzhny UGAN, JSC "Airport Anapa", conclusions on accident investigation;

Safety Fact Sheets.

Provisions:

Monthly safety reports in service;

Quarterly analyzes of the state of flight safety in the service;

Memorandums, certificates, reports on the execution of inspection orders, regulatory and administrative documents of the RF Ministry of Labor, FSNST, FAVT, Southern UGAN Rostransnadzor, Southern OTU Rosaviatsia, orders and instructions of the General Director in terms of SBP and K;

Service notes, references, information on the management of the quality system (on demand and if necessary).

With CPAP on issues: planning and execution of flights, commercial support of flights.

Receipt:

Information on the termination, renewal and restrictions on the acceptance and release of aircraft;

Information about changes and additions to the daily flight plan;

Information about the planning of letters and controlled flights, additional charter, commercial flights out of schedule, military and other departments;

Messages according to the aircraft movement information sheet;

Information about the readiness of the crew and aircraft to receive passengers.

Provisions:

Information about the preliminary payload for the flight, the presence of organized groups of children on the flight;

Information about failure situations in the technological process of servicing passengers and cargo, mass crowds of passengers in the airport terminal;

Operational information about the commercial load of the flight upon the departure of the aircraft.

With the special motor transport service (SST) on the following issues:

Receipt:

Special vehicles and means of mechanization for the organization of servicing passengers, baggage, mail and cargo;

Information about the delay in the allocation of special vehicles for a certain time;

Prompt allocation of a passenger bus for one-time urgent requests;

Maintenance and repair of technological equipment.

Provisions:

Report cards for the allocation of special vehicles for commercial service of passengers, baggage, mail and cargo;

Applications for maintenance and repair of SOP technological equipment.

With the navigator service for:

Receipt:

Information on limiting the aircraft takeoff weight and data for calculating the centering schedule;

Daily navigational calculations for flights (distance between airports, flight time on a given type of aircraft, estimated fuel consumption for a flight, alternate airfield).

Provisions:

Information on the types of services provided for commercial aircraft maintenance.

With the department of material and technical supply on the following issues:

Receipt:

Materials, equipment, inventory, overalls and personal protective equipment, uniforms.

Provisions:

Applications for the purchase of materials, equipment, inventory, overalls and personal protective equipment, uniforms drawn up in accordance with the established procedure.

With FEO on questions:

organization, planning and implementation of measures to ensure the financial and economic activities of the service, compliance with the requirements of regulatory documents.

Receipt:

Annual service cost estimates;

The approved SOP staffing table.

Provisions:

The necessary information on service, plans for repairs, reconstruction and other work to be included in the plan for economic and social development;

Proposals for inclusion in the cost estimate, purchase of new equipment;

Drafts of the staffing table, timesheets and other documents for calculating and paying salaries, schedules of staff coming to work;

Established reporting.

With the ESTOP service on the following issues:

organization and implementation of measures to provide electricity to the terminal building and technological zones of the SOP.

Receipt:

Uninterrupted supply of electricity to office and industrial premises, technological areas for servicing and resting passengers;

Maintenance and repair of electrical equipment service.

Provisions:

Applications for the repair and maintenance of electrical equipment service;

With the TISO service on the following issues:

Receipt:

Providing all types of heat energy;

Meeting the needs of the service in drinking water supply;

Maintenance of heat supply, water supply, sewerage and ventilation systems.

Provisions:

Applications for the repair and maintenance of heat supply, water supply, sewerage and ventilation systems;

With SPASOP on questions:

organizing and performing search and rescue operations, ensuring fire safety when performing emergency evacuation operations, observing fire safety standards when performing aircraft maintenance.

Receipt:

Information regarding the participation of the SOP calculation as part of the airport's ACS;

Schedules for conducting exercises and trainings of ASK, conducting training sessions;

Regulatory framework in terms of PASOP, fire safety norms and rules;

Information on the identified violations of fire safety rules in the SOP and the measures taken on them.

Provisions:

Daily reports on the number of workers who took up duty as part of the automated control system, involved in emergency rescue operations;

Applications for the inclusion of the personnel of the SOP in the contingency calculations of the ASK and the compliance of candidates with the requirements for them;

Reliable information on the issues of flight rescue support, in terms of SOP;

Information on compliance with fire safety standards at SOP facilities and during aircraft maintenance.

With the information technology and communication service on the following issues:

Receipt:

Providing the required number of portable radio stations at the request of the head of the service;

Maintenance and repair of radio stations;

Carrying out maintenance and repair of sound and visual systems of information systems, operational communication equipment.

Instructions on the rules for using office equipment and communications, automated systems set in the SOP;

Software for the used automated systems;

Maintenance of software products;

Provisions:

Applications for the repair and maintenance of communications and office equipment;

Report cards of the allocation of portable radio stations.

With the medical unit on the following issues:

Receipt:

Organization of periodic medical examinations of service employees in accordance with the current industry documents;

Conducting daily medical control of SOP workers working on the apron.

Getting first aid kits.

Conducting training for the personnel of the ACP on providing first aid to victims of accident.

Provisions:

All data required for the organization of medical examinations;

With a legal department:

Receipt:

Necessary consultations and opinions on legal issues, visas on documents of legal significance.

Copies of agreements on issues related to the activities of SOP.

Representation:

Legal documents.

With the labor protection and industrial safety service

Receipt:

Normative and administrative documentation on ecology and organization of environmental protection activities, metrological support and labor protection;

Analyzes the state of labor protection at civil aviation enterprises.

Provisions:

Information on environmental protection, metrological support, labor protection;

Control charts for assessing the state of health in the SOP.

Industrial and economic activities of JSC "Airport Anapa".

Analysis of the scope of work performed.

airport transit charter flight

Table 1. Production indicators for the last 3 years

Airport "Anapa" serves over 600 thousand passengers a year.

An analysis of the dynamics of the development of the airline in recent years indicates a stable increase in aircraft departures from the airport and an increase in the number of passengers sent by air.

The number of passengers at Anapa Airport is growing by 6-8% annually.

In the summer season, the airport's passenger traffic reaches 6,000 people per day.

Diagram 1. The number of sorties in 3 years

Diagram 2. Number of passengers served in 3 years

Chart 3. Financial indicators for 3 years

Enterprise development forecast up to 2012.

Today the resort town of Anapa has about 130 thousand inhabitants, sanatorium complex it includes 178 health resorts (sanatoriums, boarding houses, rest houses, children's health-improving complexes), 37 of which are year-round. According to the general plan for the reconstruction and development of the resort, it is envisaged to increase the population of the city of Anapa to 250 thousand inhabitants by 2012, develop a network of resort business institutions by more than 2 times, transfer seasonal health resorts to a year-round system of operation.

The development of the resort town of Anapa is inextricably linked and will significantly affect the development of JSC Anapa Airport.

Anapa Airport has a successful geographical position in terms of the passage of the main traffic flows (the proximity of the main seaports - Novorossiysk, Temryuk, the development of the southern part Taman Peninsula- construction seaport Iron Horn, ferry crossing through the Kerch Strait.

The forecast for the development of the transportation market is based not only on an increase in passenger traffic to the resort area of ​​Anapa, but also taking into account the growth in the number of cities: Temryuk (development resort area Sea of ​​Azov), Novorossiysk (in connection with the transfer of the Black Sea Fleet from Sevastopol).

With the expansion of business and tourism ties, a constant increase in passenger traffic to the South has become apparent. At the same time, in the coming years, with the expansion of resort and tourist activity on the Black Sea coast, a sharp increase in foreign tourists and tourists from other regions of Russia is expected. The demand for the organization of transit and charter traffic is also growing, especially promising directions - the regions of Siberia, the Far East, cities of Greece, Turkey, Germany.

The opening of a terminal (remote passenger check-in access) in the large industrial city of Novorossiysk for the check-in of air passengers departing from Anapa airport will improve the quality of passenger service and make air transportation more attractive. departure of the aircraft, which will reduce the time spent by passengers in the terminal.

Passenger check-in at the Novorossiysk terminal will allow to relieve the technological zones of the airport during peak periods, and therefore increase the throughput of the airport terminal.

Analysis of the dynamics of development of JSC "Airport Anapa" in recent years indicates an increase in the volume of traffic and flights operated from the airport of Anapa, and predicts their further growth in the perspective of the economic development of the enterprise until 2012.

Table 2. Development plan of JSC "Airport Anapa" until 2012

The company predicts an increase in volumes for the period from 2008 to 2012 from 9% to 20% annually for the development of passenger traffic and the number of aircraft departures and from 50% to 100% annually for the development of freight traffic.

The commissioning of the Gelendzhik airport will not significantly affect the scope of work of JSC Anapa Airport. The services of the Gelendzhik airport will be used by passengers who directly arrive in the city of Gelendzhik and some of the passengers in the city of Novorossiysk, whose purpose is not to have a rest. This part of passengers makes up no more than 15-20% of the total passenger traffic of Anapa airport.

The growth rate of passenger traffic in the period from 2009 to 2012 exceeds this outflow.

In terms of development of JSC "Airport Anapa" until 2012, it is expected to increase the traffic by 20 times. The main categories of cargo are agricultural products and wine products. The bulk of the cargo will be in transit. Restraining factors of development of JSC "Airport Anapa" today are:

· The size of the runway and its condition. Currently, Anapa airport has one runway 2500 m long. and a width of 42 meters, which creates restrictions on commercial loading for aircraft of the Tu-154 type in the summer. In addition, there are restrictions on the reception of aircraft of the IL-76 type, all foreign types of aircraft. Restrictions on the reception of cargo aircraft of the IL-76 type restrain the development of Airport Anapa OJSC as a powerful cargo hub.

Taking into account the statistics of almost all airlines on the replacement of the aircraft engine fleet with foreign aircraft, as well as the massive write-off, starting from 2009. The aircraft of the TU-154 type, JSC "Airport Anapa" needs a runway, the dimensions of which will allow to receive all types of aircraft without restrictions.

· Insufficient number of aircraft parking spaces. During the peak summer period of activity, from 11.00 to 16.00, the company is forced to refuse to accept aircrafts from airlines, thereby underestimating the actual volume of work. For this reason, there is no possibility of basing aircraft at Anapa airport.

· Low throughput of the airport complex, currently it is 400 passengers per hour. In the summer peak period of activity, the throughput capacity of the airport complex is twice, and sometimes even more, exceeds the standard.

14. The organization develops and approves the job descriptions of personnel, taking into account the work functions performed by the employees of the Organization.

15. The organization provides professional training (retraining, advanced training) of aviation personnel in accordance with the requirements of the current legislation and regulations governing activities civil aviation approved in the prescribed manner.

16. The organization ensures the receipt, communication to its personnel and control over the implementation of regulations, as well as information on flight safety and aviation security in terms of airport activities to provide services to passengers, baggage, cargo and mail.

III. Certification requirements for Organizations for providing passenger and baggage services

17. Airport activities to provide passenger and baggage services on domestic airlines are carried out by the services of the Organization in accordance with the integrated technology (technologies) approved by the head of the Organization, which reflects the following issues and provides documents (taking into account the types of work performed by the Organization):

the procedure (procedures) for registering passengers and baggage, including in ZOLiD (basic and simplified methods);

conditions and norms for the carriage of baggage;

service priorities;

passenger service when combining flights, replacing aircraft;

measures in the event of passengers not showing up for boarding;

delivery of passengers to the aircraft;

boarding passengers on the aircraft;

transportation, loading of baggage onto the aircraft and its mooring;

disembarking passengers from the aircraft;

delivery of passengers to the airport;

unloading baggage from the aircraft, delivering baggage to the unpacking area and handing it over to passengers;

service of transfer and transit passengers;

servicing disabled people and other persons with disabilities in accordance with the procedure for providing passengers with disabilities and other persons with disabilities with services at airports and on aircraft, provided for in paragraph 13 of Article 106.1 of the Federal Law of March 19, 1997 N 60-FZ "Air the code Russian Federation";

service for unaccompanied children;

transportation of special baggage (weapons, ammunition, etc.);

transportation of fragile, oversized, heavy baggage, animals, etc .;

organization of work in case of violations of the aircraft traffic schedule;

refusal to carry baggage if it contains substances and (or) items prohibited for carriage by air, as well as in case of non-payment of established tariffs and fees;

removal of baggage from the aircraft due to the passenger's failure to appear for boarding the aircraft;

removal of baggage from the aircraft in case of long delays in the departure of the flight;

acceptance and delivery of baggage when reloading it from one aircraft to another, as well as when combining / disconnecting flights;

restrictions on the acceptance of baggage for carriage (oversized, fragile, heavy, containing dangerous items, etc.);

measures taken in case of shortage, damage, loss of baggage;

measures taken in relation to delayed, unclaimed, undocumented baggage;

search and dispatch of baggage;

measures taken in relation to found and forgotten things;

sale of unclaimed baggage and found items of passengers;

conducting claims proceedings;

calculation of payload and aircraft alignment;

quality quide;

Information Support air transportation passengers and baggage (including internal information sheets, information messages, etc.);

technological schedules of aircraft servicing by type of flights;

regularity of flights;

metrological support;

samples of technological documentation (forms, statements, tags, magazines, etc.).

18. In the event that the Organization carries out airport activities to provide passenger and baggage services on international airlines in the integrated technology (technologies) approved by the head of the Organization, the following issues are additionally reflected:

interaction with state regulatory authorities;

service of diplomatic couriers and their luggage;

service for passengers who are denied entry into the country;

service for deported passengers;

service of passengers carrying animals and birds as baggage.

19. To carry out airport activities to provide passenger and baggage services, the Organization must have (taking into account the types of work performed) on the basis of ownership or on other legal grounds:

buildings and structures of the air terminal complex with the necessary premises for servicing passengers and baggage, accommodation of the Organization's aviation personnel, equipment and engineering and technical means, including backup power supplies for the operation of systems that ensure technological processes for servicing passengers, the activities of state regulatory bodies, baggage handling , aviation security, warning (information), water supply, sewerage and emergency lighting;

buildings and structures with the necessary equipment for maintenance and repair of air terminal equipment and apron equipment used in passenger air transportation, and premises for accommodating the Organization's aviation personnel;

buildings and structures with sites for the maintenance, maintenance and repair of ground special vehicles used in servicing passengers and baggage, and premises for accommodating the Organization's aviation personnel.

20. For all buildings and structures intended for the functioning of the services of the Organization, technical passports must be issued in accordance with the established procedure, indicating the percentage of wear of the main structural elements of buildings and structures.

21. The premises intended for the functioning of the Organization's services must comply with the requirements of the current technological design standards.

22. On the facades of the premises intended for the functioning of the services of the Organization, signs shall be installed reflecting the names of the relevant services (the purpose of the premises).

23. Taking into account the types of work performed, the Organization must be equipped with special vehicles, technological equipment, engineering and technical means, as well as means of mechanization, weighing and transportation of baggage, including:

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documentation required by the Organization to ensure the service of passengers and baggage

With changes and additions from:

1. The constituent documents of the Organization registered in accordance with the established procedure, the document (documents) containing the decision on the establishment of the Organization, which is not a constituent document for legal entities of individual organizational and legal forms, as well as a document defining the powers of the head of the Organization.

2. Certificate of state registration of the Organization and a document on the assignment of statistical reporting codes to the Organization.

shift supervisors;

the personnel responsible for the reception and delivery of baggage;

personnel carrying out weighing, loading, unloading, mooring of luggage.

for the protection of the environment;

8. A document regulating the procedure for servicing passengers and baggage following letters on flights, approved by the head of the Organization.

for handling passengers and baggage on international airlines;

for handling passengers and baggage on domestic airlines;

13. The plan (plans) of professional training (retraining, advanced training) of aviation personnel, approved by the head of the Organization.

19. Plan-diagram (plans-diagrams) of the service area where the Organization's services are located (with reference to an artificial runway (apron).

20. Documents confirming the right of ownership (possession and / or use on other legal grounds) to buildings, structures and premises, required by the Organization for the implementation of its activities and the functioning of the Organization's services (certificates of ownership, sales and lease agreements concluded with third-party organizations, etc.), operational and technical documentation for the specified buildings, structures and premises (technical passports, plans, etc.) etc.).

21. Documents confirming the right of ownership (possession and / or use on other legal grounds) to technological equipment, engineering and technical means, means of mechanization, weighing, baggage transportation and other means and equipment operated by the services of the Organization, as well as documents confirming compliance specified means and equipment installed mandatory requirements(certificates of conformity, fire and hygiene certificates, documents of acceptance for equipping civil aviation, etc.).

22. Other documents required by the Organization for the implementation of airport activities to ensure the service of passengers and baggage, provided for by the acts of the current legislation, these Rules and other regulations adopted in the prescribed manner.

3. A document reflecting the organizational and production structure of the Organization (if this issue is not reflected in the constituent documents of the Organization).

4. Documents reflecting the organizational and production structure and staffing of the Organization's services (indicating their actual staffing level) performing work included in the airport activities carried out by the Organization.

5. Provisions on the services of the Organization performing work included in the airport activities carried out by the Organization.

6. Job descriptions and orders for appointment (admission to work):

the heads of the services of the Organization;

shift supervisors;

personnel carrying out alignment and loading;

personnel responsible for receiving and issuing cargo and mail;

personnel carrying out weighing, loading, unloading, mooring of cargo and mail.

7. Orders of the head of the Organization:

on the appointment of responsible persons:

for labor protection and safety precautions;

for fire safety;

for the protection of the environment;

on the admission of drivers to independent work at the aerodrome (apron) with the right (without the right) to approach the aircraft;

on the admission of personnel to the management of the approach / departure to / from the aircraft on the apron.

8. A document regulating the procedure for servicing cargo and mail, following letters on flights, approved by the head of the Organization.

9. Documents on metrological support of the Organization's activities:

order (orders) of the head of the Organization on the appointment of persons responsible for metrological support and the condition of measuring instruments;

the list of instruments and equipment operated in the services of the Organization, subject to regular metrological verification, approved by the Organization, and documents confirming the passage of such verifications, the validity of which has not expired;

the schedule of metrological verification, approved by the Organization;

provision on metrological support.

10. Integrated technology (technologies):

for handling cargo (including hazardous, if the Organization provides services for such cargo) and mail on international air lines;

for handling cargo (including hazardous, if the Organization provides maintenance of such cargo) and mail on domestic air lines;

work in malfunctioning (emergency, emergency) situations;

others developed and approved by the Organization.

11. Document defining the layout and organization of the movement of aircraft, special vehicles and means of mechanization at the airport.

12. Instructions on labor protection and safety measures approved by the Organization.

13. Plan (plans) of professional training (retraining, advanced training) of aviation personnel, approved by the head of the Organization.

14. The quality manual approved by the Organization or other document (s) on the quality system of the Organization.

15. Documents regulating the preparation of the Organization and its services for work in the autumn-winter (spring-summer) period (hereinafter referred to as OZP and VLP) in accordance with the requirements of regulatory documents governing the activities of civil aviation, including:

orders on the organization and conduct of the preparation of the Organization and its services to work in the OZP (VLP);

plans for the preparation of the Organization's services to work in the OZP (VLP);

an order on the creation of a commission in the Organization to test the knowledge of personnel about the specifics of work in a specific period (OZP or VLP);

a protocol (protocols) containing the results of checking the knowledge of personnel about the features of work in a specific period (OZP or VLP);

acts of checking the readiness of the Organization and its services to work in the OZP (VLP);

a schedule of maintenance during the preparation of special vehicles and means of mechanization (if they are operated in the services of the Organization) for the OZP (VLP);

orders on the admission of special vehicles, means of mechanization (if such are operated in the services of the Organization) and personnel to work in the OZP (VLP);

order of the head of the Organization on the readiness of the Organization to work in the OZP (VLP).

16. Documents for lifting and other machines subject to state registration with the state technical supervision authorities (if such machines are operated in the services of the Organization), including:

order (orders) of the head of the Organization on the appointment of persons responsible for the operation of machines;

lists of machines registered (operated) in the services of the Organization;

passports for cars, certificates of registration of cars in the state technical supervision authorities, valid coupons (permits for operation) on the passage of the state technical inspection of machines.

17. Documents regulating the work of the Organization for the consideration of claims:

order of the head of the Organization on the appointment of a commission for the consideration of claims;

regulations on the claims commission of the Organization, approved by the head of the Organization;

claim proceedings journal.

18. Log about the passage of the drivers of the medical examination before leaving the line and upon returning to the park.

19. Documents regulating the activities of the Organization to ensure the maintenance of dangerous goods (if the Organization provides the maintenance of such goods):

orders of the head of the Organization:

on the appointment in the services of the Organization of persons responsible for handling dangerous goods;

on the admission of personnel of the Organization's services to work with dangerous goods;

on the commissioning in the Organization of vehicles equipped for the carriage of dangerous goods, including radioactive materials;

licenses and (or) other documents issued by authorized state bodies, granting the Organization the right to carry out maintenance of dangerous goods;

scheme (schemes) of placement of dangerous goods in the warehouse, approved by the Organization;

an act on the verification and assessment of the radiation situation in the area of ​​the storage warehouse for radioactive materials and sanitary certificates of personnel dosimetry control and the detection of radioactive materials with notes on the checks performed (if the Organization provides maintenance of radioactive cargo).

20. Scheme (layouts) of the service area where the Organization's services are located, with reference to an artificial runway (apron), as well as an indication of the aircraft parking areas, into which (from which) dangerous cargo (if the Organization provides services for such cargo).

21. Documents confirming the right of ownership (possession and / or use on other legal grounds) to buildings, structures and premises necessary for the Organization to carry out its activities and the functioning of the Organization's services (certificates of ownership, sales contracts concluded with third-party organizations, lease, etc.), operational and technical documentation for the specified buildings, structures and premises (technical passports, plans, etc.).

22. Documents confirming the right of ownership (possession and / or use on other legal grounds) to technological equipment, engineering and technical means, means of mechanization, weighing, transportation of goods, mail and other means and equipment operated by the services of the Organization, as well as documents, confirming the compliance of the specified means and equipment with the established mandatory requirements (certificates of conformity, fire and hygiene certificates, documents of acceptance for equipping civil aviation, etc.).

23. Other documents required by the Organization for the implementation of airport activities to ensure the maintenance of cargo and mail, provided for by the acts of the current legislation, these Rules and other regulations adopted in the prescribed manner.

Organizational structure is a diagram consisting of divisions and individual officials of the company, arranged according to the levels of importance and responsibility, containing the relationship between them and the chain of command. Depending on the stage of the company's development (formation, development, stabilization, crisis), different approaches to building the organizational structure are required. It is especially important to control the situation at the stage of transition from one stage to another and at the stage of active growth and development of the company. A well-built organizational structure makes it possible to optimize the number of personnel and the number of departments, simplify the interaction of departments, evenly distribute the workload on staff, avoid duplication of functions and their "sagging", eliminate double and triple subordination, delimit the scope of activities of managers, determine their powers and area of ​​responsibility, increase labor productivity. The organizational structure is the basis for building an effective management system. For the airport, this is one of the main components on which all the work of any air transportation is based. The airport especially should have a well-coordinated, well-functioning structure. The life and safety of passengers depends on it. Let's take a closer look at how the organizational structure of any airport is built.

At the airport, Marketing is headed by the Vice President of Marketing. He is a member of the Board of Directors and takes part in the development of the target orientation of the airline's activities, the development of a long-term strategy for its implementation, and the preparation of plans for the development of air transport production. Organizationally, he reports to the president and coordinates marketing efforts throughout the company. The responsibility of the VP of Marketing is to integrate the activities of various functional units, regardless of the specific organizational scheme adopted by the airline.

The main task of the marketing department is to develop a strategy and tactics for the company's behavior in the air transportation market, taking into account its goals, financial and technical capabilities. The airport is characterized by the organization of marketing by types of air transportation and types of functions. The Marketing Department is the main department that determines the marketing activities of the airline. It consists of groups.

The planning team is responsible for drawing up marketing plans based on information from proposals from other groups. The marketing plan reflects the characteristics of the main strategic goals of the airline, data on forecasting the development of regional markets, marketing strategies for each region, tariff policy and sales plans for regions and airlines, action plans to improve the quality of service, tactical action plan, recommendations for sales promotion and advertising. work (sent to the advertising department), a description of the procedures for monitoring the effectiveness of marketing activities.

The tactical action plan (for the next year) has several options, which allows you to flexibly respond to changes in the market situation.

The Aviation Reservation System (ARS) group is developing the main directions for the development of the system. Thanks to these systems, the time for booking a ticket for any route is reduced several times. The ticket booking system is linked to the hotel booking system, which is also very convenient for passengers.

The Market Development Group is a subdivision. which receives information about regional markets abroad and the state of the air transportation market. The generalized results of market research are the basis for forecasting the demand for air travel and developing marketing strategies and tactics.

The tariff group is responsible for collecting all information on aviation

international tariffs and the conditions for their application, is engaged in the calculation of tariffs for various directions, the development of the airline's tariff policy, etc.

The On Board Service team is working on recommendations for improving the on board service.

The route marketing department includes six route groups. The main task of this department is to formulate a development strategy for each airline, here proposals are developed for scheduling, tariff setting, maintenance, etc. Information from this department is transferred to the marketing management department (it is primary for drawing up marketing plans).

The passenger service department consists of two groups: the legal group is responsible for developing the rules for passenger insurance, conditions for the use of air tickets and other legal issues, and the transport services group is responsible for developing new rules for service (non-standard) on board the aircraft, which are then transferred to the passenger service training group.

The Aviation Reservation System (ACS) service department develops the entire range of services provided by this system and prepares reservation conditions (how many seats to leave in the airline, how many to transfer to agents of other companies, etc.).

A group of foreign missions and agencies is working on information for travel agencies and representative offices abroad.

The system development group is responsible for setting tasks for programmers.

The information group collects and issues information to passengers on various countries and cities where flights are carried out: a concert program, a repertoire of theaters, festivals, national holidays, etc.

The reservation control department is engaged in the allocation of seats by airlines, flight formatting, blocking (how many seats and on which flights are booked per year, month when the reservation is canceled, etc.).

The aviation security department or service (SBU) is a separate structure and is subordinate to the state security control authorities.

The organizational structure is aimed, first of all, at the establishment of clear relationships between the individual divisions of the airline, the distribution of rights and responsibilities between them. It implements various requirements for improving control systems, expressed in various principles.

Chapter 11. Airport services, ground support of flights

11.1. Services and other divisions, their functions.

To perform functional tasks at the airport, the following main divisions, departments, services are organized:

Production dispatching office;

Flight Safety Inspectorate;

Organization and development of transportation (by type of transportation);

Movements and relevant subdivisions ensuring the operation of radio equipment and communications facilities (or separate corresponding subdivisions into independent enterprises or institutions);

Aerodrome;

Shturmanskaya;

Fuels and lubricants;

Electrical and lighting support;

Special transport;

Aviation security.

In addition, the following additional services should function:

Information and analytical, commercial, economic planning, legal and other administrative and managerial;

Heat engineering and sanitary-technical support;

Operation of ground structures;

Capital construction;

Repair and construction site;

Chief Mechanic;

Environmental protection;

Metrological;

Material and technical supply;

Hotel services, dispensary;

Medical and sanitary;

Fire Department;

Emergency rescue;

VOKHR (as part of the aviation security service);

Housing and communal services;

Other divisions providing industrial and commercial airport activities, including non-aeronautical activities (food, trade), subject to the creation of an appropriate material and technical base and obtaining licenses to perform these works.

Table 11.1.

Provision of aircraft flights with the services of the airline

In modern conditions of independence of air transport enterprises, the above services at some airports have a different name.

The airport can create its own services for aircraft maintenance (aviation engineering service, etc.).

The specific list, names and composition of services and divisions are established by the airport independently (except for services that ensure flight safety and aviation security), depending on the volume and structure of traffic at the airport, the composition of buildings and structures on the balance sheet of the airport, features of the organization of management at the airport, distribution responsibility between airport services and tenants, concessionaires for the implementation of certain types of work, services at the airport. But regardless of the name of the units, the following main tasks of ground services and interaction with the traffic service, the flight director must be ensured.

The aerodrome unit provides:

timely and high-quality preparation of the airfield for flights;

organization and performance of work on the current and overhaul of the airfield, drainage and drainage systems, intra-airport roads and landside areas;

control of work on the airfield carried out by other services;

compliance with safety, fire safety and environmental protection requirements;

high production discipline and responsibility for the operational maintenance and preparation of the airfield for flights;

control check of radio communication with the dispatcher of the SDP, in case of loss of radio communication or its instability, it is necessary to stop the work and take the aerodrome equipment out of the flight strip;

immediately execute the commands of the flight director or dispatcher of the airfield control system (SDP MVL) about the release of the flight strip and critical zones of the air traffic control system from the means of aerodrome mechanization and people.

Service officials are responsible for meeting the listed requirements and fill out a checklist - a commitment.

The aerodrome service is responsible for the preparation of the aerodrome, and the traffic service and the flight director are responsible for making a decision on the suitability of the aerodrome for flights due to the state of the runway, for stopping, resuming or limiting the reception and release of aircraft.

Traffic Service and Airport Flight Manager

All airport services perform work at the aerodrome only with the permission of the flight director (RPA), after agreeing on their conduct with the responsible person of the aerodrome service, under the leadership of the responsible persons of the service performing these works.

The flight director, based on the report and entry in the logbook of the airfield service official on the state of the airfield and personal inspection of the airfield, makes a conclusion about its readiness for flights and signs in the logbook.

Records in the airfield state log are made when starting a shift, when the airfield surface changes, after the completion of work on preparing the airfield for flights.

Officials of the ESTOP service, the ERTOS base and other services, on the eve of the work, inform the aerodrome service about the nature of the work, the place and time of the work in order to combine their execution in time.

Entry to the runway, taxiway and adjacent safety lanes of vehicles and mechanisms for the maintenance of aerodrome surfaces, maintenance of landing facilities and the performance of official duties by officials is carried out at the direction of the RPA and with the permission of the dispatcher of the SDP (SDP MVL).

When performing work on the airfield, the organization of the safety of the movement of aerodrome machines, as well as control over their work, is provided by the head of the aerodrome service or the person responsible for the work, who is obliged, upon the instructions of the dispatcher of the SDP (SDP MVL), if necessary, to take measures for the immediate removal of cars , mechanisms and people from the airfield.

In all cases, the runway and critical zones of the RMS must be free of aerodrome equipment no later than 5 minutes before the estimated (updated) aircraft landing time.

If it is necessary to temporarily suspend the acceptance and release of aircraft for technical reasons, the traffic service provides information on the start and end times of work to the addresses provided for in the aircraft movement report card, but no later than 2 hours before the start of work.

Special transport service is obliged:

ensure the allocation of equipment in good condition, equipped with side and flashing lights, radio stations and towing devices, at the disposal of the head of the aerodrome service (according to the time sheet) and at his request no later than 20 minutes later. in winter, and in summer - by prior arrangement per day;

allocate a person responsible from the special transport service and an outfit of drivers who have permission to work at the airport, ensuring the passage of drivers

briefing and medical examination before leaving the line;

know the requirements for the equipment allocated for work at the aerodrome and the requirements of the technology of interaction of services providing flights;

to seek additional reserves of the driver's personnel and mechanisms for the timely implementation of snow removal operations in cases of closure of the airfield.

Aerodrome machines operating on the airfield must be equipped with intra-airport communication radios for interaction with RPA, the dispatcher of the SDP (SDP MVL, KDP MVL) and the person responsible for the work from the aerodrome service. The car of the person responsible for the work, in addition to the intra-airport communication radio station, must be equipped with an aviation radio receiver for listening to radio traffic at the landing frequency.

The head of the special transport service is responsible for the timely allocation of the required number of technically sound machines and mechanisms equipped with parking and flashing lights, radio stations and towing devices, as well as the training of car drivers.

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Introduction

The organizational and legal form of airport management is primarily determined by the policy pursued by the government in the development of everything air transport country.

Currently, the directions for the development and reform of airports are presented in the document "Concept for the development of civil aviation activities in the Russian Federation until 2010". This document provides the following directions for the development of airports:

Continuation of privatization and corporatization of united aviation enterprises with their simultaneous division into independent economic entities? aviation companies and airports;

Optimization of the network of airports in the Russian Federation, including international ones, in terms of justifying their number and location, taking into account the geopolitical interests of the state and economic feasibility, the creation of hub airports based on transfer hub systems;

Improving the system of interaction between airports and airlines on the basis of mutually beneficial terms of two independent production enterprises;

Improvement of the regulatory and legal framework in the field of airport activities, in airport certification systems and licensing of various types of airport activities;

Stimulating the financial and economic activities of airports by providing non-aviation services at the airport.

In general, all these proposals are aimed at increasing the efficiency of the functioning of airports, creating conditions for renewing basic production assets and infrastructure, introducing modern technologies for servicing passengers, customers, shippers and increasing the competitiveness of airports in the international air transportation market.

During the period from 1992 to 2006, the airport network in Russia was significantly reduced. The reduction in the number of airports was mainly due to a decrease in the volume of air traffic and low technical equipment of airports.

At present (2006) there are 383 airports in the Russian Federation (Fig. 1), including 320 airports of regional importance and local airlines (MVL), 63 airports are of federal importance and form the backbone of the Russian civil aviation. Federal airports cover most the territory of Russia and provide the need for air transportation in all regions of the country and the main transport aviation links with the countries of near and far abroad. These airports account for about 85% of the total volume of Russian air traffic on domestic routes and about 99%? on international. And even at these airports, the annual number of passengers served is still an order of magnitude lower than the number of passengers served at similar foreign airports.

Rice. 1. Number of airports in the Russian Federation

Since 2000, there has been a stabilization and growth in the volume of passenger and cargo transportation, which, accordingly, will require an increase in the safety and efficiency of the airport network. Fulfillment of these requirements, first of all, depends on the state of the airport's ground production base, equipping it with modern production facilities and appropriate means of mechanization. At the same time, the requirements for the quality of air transportation ground handling are growing. The efficiency and competitiveness of the airport depends on the quantity and quality of the services provided. The accumulated experience, traditions, economic and financial ties that existed yesterday between the airport and the airline cannot satisfy either air carriers or potential customers today. Market laws and free competition require new approaches and non-standard solutions for airport management.

Improving the management system is one of the main issues of state regulation of airport activities. The importance of this issue increases significantly during the period of reforming the entire industry and creating a new structure of air transport.

The textbook "Organizational Foundations of Airport Operations Management" aims to provide an idea of ​​a set of major new problems related to airport management in the context of the emergence of market relations in the Russian Federation. The manual covers: the basic principles of reforming and privatization of airports, provisions for the certification of airports, issues of non-aviation activities, contractual relations, financing of airports and the main provisions of administrative management in the new economic environment.

The manual is intended to fill the lack of coverage of these issues in the existing educational, methodological and other literature and regulatory documents on the management of the activities of airports in the Russian Federation.

1. The main directions of development of the airports of the Russian Federation

The emergence of new economic conditions in the Russian Federation required fundamental transformations in the air transport system and a complete restructuring of the organizational foundations of airport management.

Until the end of the 1980s, state ownership and state control over the entire air transport system were fully preserved in the industry. By the beginning of the reform (1990), air transport in Russia had about 2 thousand airports and airfields and more than 10 thousand aircraft. All airports of the Russian Federation were part of the aviation enterprises of the unified state motor transport complex Aeroflot. The structure of the united aviation enterprises involved subdivisions responsible for ground support of aviation activities, and flight detachments directly carrying out air transportation. The united air squadron (OJSC) was headed by one head of the airport and the airline.

The structural monopoly on air transport that existed in Russia, in which the airline was merged with the airport or was located with it in the same regional administration, made it difficult for other airline operators to enter the market at their “own” airport and thereby limited their freedom of economic activity. There are no such structures in any developed air transport system in the world. All over the world, airports are not allowed to carry out transportation and have a fleet of their own aircraft, with the exception of a limited number of helicopters and light aircraft intended not for commercial activities, but for servicing the airport's own needs. In addition, the merger of the airport with the airline leads, as a rule, to a drop in the efficiency of airport activities, since the main investments are used in the interests of the airline.

In 1997, the Government of the Russian Federation approved the program "Structural Restructuring and Economic Growth in Civil Aviation in 1997-2000". The Program provided for the structuring of the air transport system based on the "principles of separation aviation enterprise for an independent airline and airport, the allocation of the ATC system to the state service of the EU ATM "and thereby creating a competitive environment in the areas of airport infrastructure.

1.1 The division of the united air squadrons (JSC) into airport and air transport enterprises

The transition of the Russian economy to market relations put qualitatively new requirements for air transport, which were determined by the development and formation of new organizational processes in relation to airports: demonopolization, division of united air detachments, privatization of property, development of a competitive environment, establishment of the optimal number and status of existing airports.

The process of demonopolization of air transport first of all required the separation of airport and air transport activities, i.e. creation of two equal airlines: an airport and an airline.

The separation of an airport and an airline is based not only on their different functions, but mainly on the different generation of revenues and profits. Their types of income are in direct conflict - airport revenues are expenses of the airline and vice versa. In the joint airline, the airline's costs are artificially reduced by reducing the airport's profits. There is a misconception about the high profitability of the airline and the low profitability of the airport. In a separate existence, each company will seek sources of income, reduce costs and thereby increase its profitability. The contradictory activities are recognized by the enterprises themselves. When they are in the joint venture, different managers are involved in the management of the airport and the airline. From the point of view of management, management is effective provided that funds are in the same hands. There are no examples of combining an airline and an airport in one legal entity in any country in the world. An airline that is part of an airport can force the airport to significantly reduce the rates and prices for ground handling, which, while being an advantage for the airline, is also a loss of revenue for the airport.

The process of dividing enterprises and their total income is complex and requires a cautious approach, therefore this process, which began in 1991, has not yet been fully completed in many airlines. The process of dividing the assets of the combined airlines continues to be relevant. For its successful completion, it is necessary to ensure the economic efficiency of the airlines being formed and take into account the antimonopoly requirements related to the monopoly of airports when dividing the airlines.

Over the years, the basic principles have been developed that allow for the objective formation of the shared property complexes of the airport and the airline. These principles are:

Functional and technological, in accordance with which the ownership of movable property is determined by the priority of the airport or airline based on the technological functions they perform, enshrined in certification requirements using this property;

- "historical", allowing by a compromise to prevent competition between the airport and the airline in the division of property and performance of the same type of functions. If any function (using the considered property) can be performed by both the airport and the airline, then priority is given to the one for whom the specified type of activity (technological operation) is the main one. If the function can be performed by both the airport and the airline, then the priority in the division of the JSC is given to the structure that (in fact, the flight technical or airport complexes) currently performs this function;

The principle of unity in the management of land and real estate at the airport. It is necessary to establish a unified management of airport development and legal rights of the airport to accept other enterprises on the territory of the airport. By securing land plot(land allocation) behind the airport, to allocate from it to the ownership of the airline a part of the most important real estate objects and corresponding territories, which together form land plots, the exclusion of which (in the future) from the airport land allocation will not create obstacles to its future development (including ? airfield area and engineering infrastructure). The remaining real estate objects (buildings, structures, devices) necessary for the effective operation of the airline are received by the airline for use on contractual terms, including on terms of long-term lease or concession at specially set prices.

In the organizational production system of air transport, an airport is an enterprise whose aviation activities include:

Ensuring takeoff and landing operations of aircraft;

Serving air carriers (crews), passengers (reception, departure) and clientele;

Processing (receiving, sending) baggage, mail and cargo;

Aircraft technical and commercial services;

Operation of the aerodrome, air terminal;

Ensuring storage and refueling of the aircraft with fuel and lubricants;

Operation of means of providing technical processes in the airport area with heat, electricity, transport and communications, etc.

When dividing an airline into an airport and an airline, the following complex of buildings, structures and equipment is transferred to the airport:

* buildings and structures of the passenger and cargo complex (terminals);

* airfield - an airfield, a specially equipped land plot with landing strips, a system of taxiways, apron, aircraft parking areas and special-purpose aircraft service areas;

* ATC and radio navigation landing facilities;

* buildings and structures for aircraft maintenance;

* buildings and structures for storage and refueling of fuels and lubricants;

* buildings and structures for the provision of heat, electricity, communications and transport;

* buildings and structures for auxiliary purposes.

As a result of the division of the airline into two independent enterprises: the airport and the airline, the airport gets at its disposal expensive and multifunctional production and public funds and becomes a monopoly structure in the air transportation market. In the Federal Law "On Natural Monopolies" - the activity on the services of transport terminals, ports, airports is referred to the activities of the subjects of "natural monopolies".

"Natural monopoly" is a state of the commodity market, in which the satisfaction of demand in this market is more efficient in the absence of competition due to the technical features of production.

With regard to the airport, this means that the demand for its activity as a subject of the "natural monopoly" for the provision of services is less dependent on the price change for these services, i.e. for an airport, the price (cost) of its services is not a factor that drives demand. As the main manufacturing enterprise in the air transportation market, the airport should not use the advantages of "natural monopolies" only in its own interests, without taking into account the needs of society.

Table 1. Airport functions and production facilities

Table 2. Airline functions and production facilities

*? functions can be performed by the airport

1.2 Aspects of privatization of domestic and foreign airports

Airport restructuring includes the process of privatizing part or all of the airport's public ownership.

The privatization process, the transfer of public property to private property, began in Russia in the early 90s. It was due to a number of political and economic reasons typical for the air transport industry, the main ones being:

The conviction of the country's government in the advantage of market mechanisms and the private sector in the economy as a means of overcoming the crisis, increasing production efficiency and achieving high economic efficiency;

Striving to obtain additional financial resources necessary to cover the budget deficit, restructuring and development of the basic sectors of the national economy;

The desire to create a competitive environment, to form internal investment opportunities in order to mobilize them and reduce the outflow of national capital abroad;

The need to integrate the Russian economy into the world system of established ties and relations.

The beginning of the privatization process demanded that the enterprises, which passed into private hands, revise the whole concept of their activities.

Modern principles of marketing and management, personnel management, business planning began to be introduced into practice.

Privatization frees states from large investments in airports by giving them access to private capital. This removes many restrictions from airport management, especially with regard to the development of non-aviation activities at airports. Uncertainty associated with dependence on the state of the state budget is also reduced, and there is an opportunity to show their own initiative in business development.

At the same time, when privatizing airports, states must take certain measures to protect the interests of the population and airlines. In particular, it is necessary to guarantee freedom of access to airports, non-discrimination against selected categories using airport services, fulfillment of international obligations, inadmissibility of monopoly high rates for airport services, compliance of airport owners' actions with national civil aviation policy, etc.

Recently, in various countries of the world, the tendency of transferring the management of airports into the hands of private owners with their subsequent privatization has been developing quite actively.

With the development of the privatization process of airports in the world practice, some typical models of their privatization have been identified:

Placement of shares (skare flotation) - both partial and 100% equity participation is offered (airports BAA, Vienna, Copenhagen);

Exchange transaction (trade sale) - a strategic partner is involved with relevant experience and capabilities in the field of management, finance and technology (airports in Australia, Birmingham, Liverpool);

Concession (lease) - the airport is leased out on a concession (lease) for 20-30 years to the operator, who pays the appropriate payments, rent or investments (airports in Argentina, Mexico City, Lutok airport);

Project financing - a separate project at the airport is being implemented on privatization terms (airports in Athens, Istanbul, Hyderabad);

Management - the airport is operated on a contractual basis (Indianapolis airport).

These are not rigid frozen models, and often a specific approach to the privatization of airports is applied in a particular case.

For example, the privatization process in Canada (or more precisely, "semi-privatization") involves the leasing of 26 of the largest airports, including Toronto Airport, to private companies while retaining state ownership of land, airport buildings and facilities and responsibility for air traffic control and security.

The United States is more cautious about privatization than most countries. Nearly all 567 public commercial airports in the United States are currently owned by municipalities and states. The idea of ​​privatization in the United States appeared in 1996 as part of an experimental (pilot) program that included the transfer of five airports to private ownership. Experts from the US Federal Aviation Administration (FAA) believe that the privatization of airports will be slow, in each case according to an individual plan, open sales of airports to private investors are unlikely.

Some countries like France, Spain, Greece, Sweden and Finland? kept the airports in state ownership. Other countries? in particular, the UK and Germany have fully or partially transferred airports to the private sector. This trend has largely affected large international airports. As for the regional ones, their privatization proceeded and is proceeding at a slower pace.

In the UK, regional airports were transferred to the private sector on a long-term concession basis, while retaining the ownership of the local government. Currently, this trend is observed in Germany and Italy.

Thus, the following forms of airport ownership currently exist in international practice:

State at the federal level;

State at the regional / local level;

Other state property (state-owned companies / enterprises);

Property of chambers of commerce;

Privatized airports / airport groups: with a predominance of state capital, with a predominance of private capital, with no state capital.

In this case, the following forms of organization and management of airports are used:

Private or public companies that own and / or operate one or more airports;

State-owned companies that own infrastructure facilities (runways, terminals, etc.) at one or more airports. At the same time, specialized operating companies are involved in the operational management of airports;

Specialized companies (holdings) providing a range of services related to the development and management of airports. In this case, the companies combine several airports on the basis of ownership rights or on terms of lease (concession) of infrastructure facilities.

Examples of effective airport management indicate that most of these enterprises manage the aviation activities of the airport, while non-aviation activities are transferred to the management of specialized companies.

It should be noted that in all forms of management, the airport business is clearly separated from transportation, transshipment, warehouse and other similar activities.

AENA (Aeropuertos Espanoles Navegacion Aerea) has existed in Spain since 1990, state-owned, which owns and operates 47 international and regional airports, including Madrid Barajas, one of the largest transit hubs in Europe.

The British Airports Authority (BAA), established in 1965 to manage the country's largest airports, was privatized in 1988, with the state holding only a "golden share" in the company's capital. The company owns and operates 7 major UK airports - London Heathrow, London Gatwick, London Stansted, Edinburg, Aberdeen, Southampton.

Thus, there are two options for the airport: stay in the public sector or move to the private sector. In the world, many airports are part of the public sector and are highly profitable. Amsterdam Airport Schiphol? the best example is, but many private sector airports are also successful and profitable, such as Germany's Frankfurt Airport.

Privatization in the air transport of Russia was carried out according to a scheme that has its own specifics:

All the property of the airlines was divided into parts subject to and not subject to privatization. The latter included: the airfield, runways, taxiways, aircraft parking areas, aprons, radio and lighting equipment, air traffic control devices.

Thus, the airfield complex was retained as state property. Air companies with a traffic volume of more than 500 thousand people a year had to divide their property so that two economically independent structures could be formed - an airport and an airline.

This approach made it possible to solve the following problems of air transport structuring:

Formation of independent airlines and airports, liquidation of Aeroflot's monopoly position;

Change in the organizational and legal form of ownership of the separated entities - the creation of joint-stock companies;

Transfer of a part of aviation property from state to private ownership;

Creation of more favorable conditions for consumers of air transport services;

Expansion of the scope of international air traffic.

The practical implementation of the planned transformations has encountered many difficulties caused by the reluctance of government agencies and their leaders to rebuild air transport production. As a result, many airlines did not carry out the planned division, and some of them simply changed their form of ownership from state to joint stock. Competition between privatized and state-owned airlines has intensified dramatically. Many of them began to work at dumping prices. In conditions of inflation, general political and economic instability, the privatization process did not bring the expected result.

Government bodies of civil aviation, in an endless search for the optimal form of their organizational structure, lost control over this process, their coordinating and controlling functions disappeared, which led to a violation of security systems, regularity of air transportation, and a decrease in the quality of mutual settlements of airlines and budget payments.

For all the shortcomings in the privatization of air transport, it should be noted that specific results have been obtained:

A layer of private owners has appeared (both among legal entities and among individuals);

Competition has arisen between airlines;

Demonopolization of air transport has partially taken place;

Along with Aeroflot, new, potentially strong airlines and airports have appeared on the market.

Currently, the Ministry of Transport of Russia is taking control of a new stage of privatization. Along with ensuring flight safety, the following are put forward as priorities:

* stabilization of the financial position of airports and airlines;

* linking the goals and objectives of aviation enterprises with the general strategy of the industry development;

* attracting investments, including foreign ones, in air transport production.

To achieve these objectives, the privatization process must be linked to the division of the assets of the combined airlines between the airport and the parent airline.

Along with the prospect of ending the process of division of property between the airport and the airline, the process of privatization of both foreign and domestic airports will continue, because the investment market prefers private airlines (airports), and governments and local authorities are not eager to finance the activities of airports.

For the development of airport infrastructure, the government of our state has taken the initiative to combine the capital of the private and public sectors by creating a so-called public-private partnership (PPP) institution to invest in projects for the reconstruction and modernization of airport infrastructure.

1.3 Organizational and legal forms of airport management

The organizational and legal form of airport management depends on a number of external and internal factors that determine the functioning of the airport.

The creation of an independent airport activity and a specific airport enterprise depends on the requirements of government and local authorities, the technical and economic condition, airport infrastructure, local conditions and the needs of the surrounding metropolis, etc.

As a result of the reform of aviation enterprises, the following organizational and legal forms (models) of airport enterprises have emerged. Table 3 shows the different forms, composition, advantages and disadvantages of the created airlines.

Table 3. Organizational and legal forms of aviation enterprises during restructuring

* - State Unitary Enterprise

Form A - creation on the basis of the federal non-privatized property of the state unitary enterprise "Airport" (without the simultaneous privatization of the airport property), and on the basis of the property of the flight technical complex - the open joint-stock company "Airline". The advantage of this model is the lack of simultaneity of the processes of privatization and division of property. This model removes the problem of ineffective use of non-privatized property.

A similar model is intended for the restructuring of regional airports, in which, instead of state-owned, municipal unitary enterprises are created.

Form B - creation of a state unitary enterprise "Airport" or "Airport Administration" on the basis of federal non-privatized property. At the same time, on the basis of the privatized property of the airport, an open joint-stock company "Aeroservice" is being created, and on the basis of the property of the flight technical complex - an open joint-stock company "Airline".

The sources of financing for the activities of the Administration are airport take-off and landing fees, aviation security and excess aircraft parking. The Administration's control over the proper use and development of state property makes it possible to ensure the formation of certain investment resources, improve the conditions for maintaining the aerodrome, and increase flight safety. In early 1998, this model was implemented on the basis of the Domodedovo Production Association. The disadvantages of this model include the lack of a sufficient regulatory framework for the management of the airline and the simultaneous implementation of two processes.

Form B - creation of two joint-stock enterprises. On the basis of the division of the property of the aviation enterprise, two open joint-stock companies are being created - the airport and the airline. In this model, the social sphere, as a rule, is transferred to the balance sheet of local authorities in order to relieve the production sector from the burden of its maintenance. At the same time, the privatization of the property of the aviation enterprise is carried out, with the exception of the property of the aerodrome that is not subject to privatization. Until 1997, this model was used as the only restructuring model. However, despite certain advantages, it is not free from disadvantages, which include the lack of an effective form of management of non-privatized state property of the airfield and the simultaneous implementation of two complex processes - division of property and the process of privatization of state property. The diagram of this form of the airline is shown in Fig. 4.

Form D - creation of two state unitary enterprises. On the basis of the property of the united state aviation enterprise, two state unitary enterprises are being created: an independent airport and an airline. In this model, the issues of privatization of state property of the airport and the airline are resolved at the second stage of transformations, which greatly simplifies its implementation. The disadvantages of the model include the lack of a sufficient regulatory framework for its implementation.

Form D - autonomy of airport property without separating it from the aviation enterprise implies the achievement of partial independence of the airport as part of the aviation enterprise. This model makes it possible to implement the principle of phased separation, ensure that services are prepared for the prospects of separation and ensure less losses during the transition period.

Within the framework of these models, taking into account the specifics of the functioning of a particular airport, many different structures are currently being created in the competitive zone of the airport, and the possibility of creating a private sector in the zones of non-privatized property of the airport is also provided on the basis of the institution of public-private partnership (PPP). PPP in the airport business can participate in the modernization and operation of runways, aprons, aircraft stands, taxiways, lighting equipment and other property not subject to privatization. This makes it possible to regulate property relations, since at some airports, private companies are already using state property without legal support for such exploitation. Such a legal and organizational violation in the functioning of airports can be corrected by transferring federal property that is not subject to privatization to the management of airport operators. The transfer should be carried out with the imposition of appropriate duties on the maintenance of the transferred property in a working condition that meets international quality standards.

1.4 Creation of a core network of airports and airport "hubs"

The number of airports during the reform and restructuring period has significantly decreased and by 2006 their number amounted to 383 airports. There are several reasons for the closure of airports, the main reason is a decrease in the volume of air traffic in the country, as well as a low technical level of equipment that does not meet modern requirements for ground handling of air traffic.

In 2005, air transportation was served by 215 Russian airlines. The volume of passenger traffic amounted to 35 million, preconditions for an increase in the volume of air traffic appeared. However, the increase in the volume of air traffic in the country and the volume of international air traffic did not affect the trend of consolidation of airlines and a reduction in the number of airports. At the same time, the main airlines are concentrated around specific airports of federal and regional significance. This suggests that the further reduction of airports will mainly take place at the expense of the airports of local airlines, the volume of traffic in which has dropped sharply.

The determining factors in choosing the quantitative composition of airports are:

Forecast of growth in the volume of passenger and cargo air traffic, their distribution throughout the country and, accordingly, the creation of a backbone network of airports;

Analysis of the infrastructure of existing airports, their capacity, technical condition of the airfield, airport complex and facilities of the service and technical area;

Determination of the possibility of expanding and modernizing the airport infrastructure in the medium and long term.

The functioning of airports at the present time and the direction of flows (federal and regional routes) of air transportation, both passenger and cargo, show that half of the airports of federal significance (and there are 63 of them) provide 80% of domestic and 90% of international air traffic (69 airports have international status) ...

Considering this fact and the indicators of economic, political and geopolitical development of air transport in the Russian Federation, and, accordingly, the location of one or another airport, which determines its significance and status, the core network of airports can be represented as an economic structure that includes airports of federal significance and less significant structures - airports of regional values ​​and airports of local airlines. Airports of federal importance should include airports in which the number of passengers served in a year will amount to more than 1% of the total number of passengers served in the country and whose strategic location can significantly affect the development of air transport in the Russian Federation. With this approach, the number of federal airports should be no more than 35-40, of which 6-8 airports will represent large air hubs, airports - hubs.

A hub airport is an airport that serves as a coordinating connecting point - a hub where a large number of flights from a large number of destinations converge in one place within a short period of time so that passengers can easily transfer to other departing flights to an equal large number of points of departure in a short period of time, where the transfer of passengers from flight to flight makes up a relatively high share in the total volume of traffic. However, due to the fact that the minimum flight connection time requires adequate provision of "peak loads", the airport capacity must be sufficient, that is, the airport must provide the "peak" hourly capacity of the airfield and terminal.

Consequently, such an airport must be equipped to meet these conditions, its equipment must meet international standards and be highly reliable. There should not be many such airports, both in terms of the main requirement - the volume of air transportation, and the required amount of capital investments in its equipment.

The concept of technical development of airports, the need for technical re-equipment of the airport, the introduction of new information and technological systems for servicing aircraft, passengers and handling baggage, cargo and mail are based on the creation of the core network of airports. The technical re-equipment of a particular airport will depend on its place in the core network of airports. Therefore, the concept of technical development of airports assumes a differentiated approach.

Complex reconstruction, that is, making large investments is justified in relation to major airports acting as transport hubs. For regional hub airports, two strategies apply. One is based on economic expediency, and the other is based on political. Hence, the first strategy is not characterized by global modernization, since there is no possibility of its quick recoupment. The second strategy assumes that significant rearmament will certainly not pay off, but the region will eventually receive a modern, politically representative airport.

For most of the airports of local airlines, a strategy of minor technical re-equipment is being chosen. These airports were created with a significant power reserve of all equipment and structures, which may be enough for enough a long period, especially in the context of a significant decrease in the need for their activities. And therefore, their effectiveness can be ensured by minor reconstruction of buildings and structures and renewal of mechanization means.

The effective functioning of many foreign airports suggests that the most promising development trend of the global network of airports is their transformation into large air transport hubs? hubs that promote the development of hub-and-spoke air travel.

The creation of the "hub" airport presupposes not only its reconstruction, but also a complete restructuring of the operating technology. First of all, this is due to the simultaneous servicing of a large number of passengers and to providing them with the opportunity to take off at a large number new directions within a short period of time.

This allows a significant increase in the number of transfer passengers and requires a significant increase in the airport's capacity. Attracting the flow of passengers to the hub airport from regional and local airports makes it possible to increase international traffic at the hub airport.

Analysis of the world experience of operation of hub airports allows us to determine the features of their functioning: the intensity of takeoff and landing operations of aircraft exceeds 40 airpods per hour, the operation of the airport is divided into 4-5 repetitive cycles, consisting of three 60-minute intervals (aircraft arrival, break, departure). When refurbishing an airport, is the focus on the terminal? terminals that must clearly organize the movement of passenger flows, the mandatory use of an automatic baggage sorting system, check-in by using a free check-in method, expansion of the areas of customs, passport, sanitary control, the introduction of new automated information and communication systems. This is about passenger service systems. But the main investments will relate to the reconstruction of aerodromes, their capacity and the correspondence of the lengths of artificial runways (runways), end stop lanes (CCP), free zones, as well as the width of the runway, taxiways (taxiways) and their number. Aircraft capable of carrying 300 or more passengers require a runway length of at least 3000 m and a width of at least 60 m.

All this, in turn, will require a reorganization of the airport management system. Management is, first of all, ensuring the functioning of the airport in a very tough time regime: the minimum flight connection time for transit passengers is 45 minutes, and for transfer passengers, 2.5 hours. Departure of connecting flights must be provided on the same day; if the flight is delayed for more than 10 hours, the provision of a hotel is mandatory.

The creation of airports - hubs in Russia should be viewed as a prospect based on the favorable position of a number of cities in the world air transport system. Their location is at the intersection of air traffic flows between the following large regions the world:

Europe - Southeast Asia- "Trans-Asian Highway";

Europe - Far East- "Trans-Siberian Route";

Europe - Far East - "Mongolian route";

North America - the Far East - the "Far Eastern Route" and the new "Transpolar Route".

In the European region of Russia, the prospective development of air hubs at the airports of Moscow, Samara, Sochi can be considered; in Siberia at the airports of Novosibirsk, Krasnoyarsk, Irkutsk, Khabarovsk, which can be used as transit routes not only on intercontinental routes from Europe to the Pacific region, but from North America to Asia through the North Pole.

The Moscow region, the advantageous geopolitical position of Moscow, the geography and volumes of air transport flows in airspace indicate the possibility of organizing a hub, first of all on the basis of Sheremetyevo airport, and then Domodedovo airport.

The operating European hubs of Frankfurt, Amsterdam (Schiphol) and others are taking away many transit routes from Moscow. The restructuring of Sheremetyevo Airport will turn Moscow into a competitive air transport hub that will absorb a significant number of transcontinental transfer routes and provide air transport services for business activities in the European part of Russia and the Moscow and Far Eastern regions.

1.5 Interaction between the airport and airlines in the market

After the division of the JSC into two independent air companies: the airport and the air transport airport, it becomes a place where the interests of different partners and various types of activities intersect for air transportation. The role of the airport is to bring partners and users together to create a unique product - air travel.

Airports possessing multifunctional production and public funds and acting as natural monopoly structures in the air transportation market are at the same time completely dependent on this market.

The main functions of the airport are reduced to providing ground handling of air transportation and, as a rule, this service for domestic and international transportation at different stages of the reform was from 20 to 15% of the cost of air transportation.

Foreign data correspond to these indicators, however, it should be noted that this percentage includes the cost of the airline's own service, and ground handling provided directly for servicing air transportation ranges from 7 to 9%.

Table 4. Basic airport ground handling services for air transportation

As you can see from the table. 4, some of the services provided by the airport may be performed by the personnel of the airline or independent companies.

Consequently, when the JSC is divided into two organizational structures: the airport and the airline, their interaction remains in the production sphere of ground support and the organization of air transportation, at least for ground handling of passengers and aircraft. At the same time, the range of services provided can be differentiated with respect to the performers. Services, including the use of the aerodrome, air traffic control systems and directly servicing the takeoff and landing of the aircraft, operational maintenance of the aircraft, as a rule, relate to the public sector of airport management. Services that include the use of complexes of the airport's service and technical territory, in particular, the airport terminal, can be attributed to the private sector and are performed by different contractors-partners. Thus, airlines are given the opportunity to choose the most beneficial interaction with the airport, and, ultimately, to choose the appropriate contractor. Alternative providers of ground services for the provision of air transportation can be the personnel of the airport, the airline's own or foreign, as well as agency (handling) companies, controlled and / or subordinate directly to the airport or the airline. Naturally, the use of this or that interaction option depends on the operating conditions and state of the airline, airport, airline and partners - agency and handling companies.

The set of services that make up the ground handling of air transportation is defined by IATA and presented in the "Agreement on ground handling"? ("Standart Grownd Handling Agreement" IATASGHA, AHM810, 1998)

Performers or suppliers of various kinds ground handling services can be represented by:

Airport operators;

Airline representatives;

Independent agency or handling companies.

The notion of an "independent company" is conditional, some foreign companies actually work at airports on the terms of private owners of one or another airport complex, for example, the British handling company "Seriair", a member of the "Industrial Cleaning Group" alliance. Most of the so-called independent companies are operated by airport operators or airline managers on a contractual basis. Thus, the interaction of the airport with airlines is of various forms with a different number of participants performing certain services.

Can we talk about the advantage of this or that interaction option when using different participants?

The main airport operator must be very careful in evaluating the participants in the ground handling process. Evaluation criteria can be as follows:

The effectiveness of the services provided, including the viability and profitability of the company;

Honesty regarding competition rules;

Responsibility for safety and quality assurance.

When characterizing the participants according to these criteria, their main goals should be taken into account. The main goal of the airline's ground handling administration is to provide a better service for its own flights, using its own standards. Ultimately, ground handling is not the main business of the airline and it can outsource this business to a third party at fairly low prices, considering this activity as an addition to the main one.

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