军人涨工资,aka钢筋水泥,提琴贝贝
机场私有化在前进的道路上的挑战
机场在传统上是全部由公共部门所拥有的。欧洲机场和我国政府所拥有的机场一样，主要在如巴黎，伦敦，都柏林，斯德哥尔摩，哥本哈根，马德里，日内瓦等城市。欧洲以外的机场如东京，新加坡，曼谷，悉尼和约翰内斯堡的机场也都同样由自己国家的政府机构拥有。在其他地区，像在美国的主要机场由当地或地区政府分别控制。在欧洲地区的机场也遵循了这一规则。例如，曼彻斯特机场是由曼彻斯特市议会用45％的股权和附近城镇的8地方控股55％组成，而前者的权力和后者相结合所拥有。在德国，杜塞尔多夫机场被北莱茵威斯特伐利亚州和杜塞尔多夫城市一起控制，然而，汉诺威机场是由下萨克森州政府和汉诺威市的政府拥有。
Airport Privatisation The Challenges Way Forward Economics Essay
Traditionally all the airports were owned by the public sector. The European airports in major cities such as Paris, London, Dublin, Stockholm, Copenhagen, Madrid, and Geneva were all owned by national governments. The airports outside Europe like Tokyo, Singapore, Bangkok, Sydney, and Johannesburg were similarly owned by their country’s government bodies. Elsewhere, the major airports like in the U.S. were controlled by local or regional governments. Regional airports in Europe too followed this rule. For example, Manchester airport was owned by Manchester City Council and a combination of 8 local authorities of nearby towns with 45% ownership resting with the latter and 55% with the former authority. In Germany, Dusseldorf airport was owned by the governments of North Rhine, Westphalia state and the city of Dusseldorf together, whereas, the Hanover airport was owned jointly by the governments of Lower Saxony and the city of Hanover.
In the 1990’s, private or partially privately owned airports became significant. Before this, the privately owned airports were limited only to the general aviation or to the aeroclub airports. The norm during that period was that the public ownership, i.e. the government handled the airport operations at least at a local or majorly at national level. This had a major impact on the operations of the airport and its degree of independence. The strictest form of control existed when the government had direct control over the airport, for example the Civil Aviation Authority (CAA), Ministry of Transport or, in few cases, the military. This was commonly practiced in Asia, the Middle East, Africa and South America. In Canada, 150 commercial Canadian airports were directly controlled by The State Department of Transport. Within Europe, Greece was a good example where CAA controlled all the airports effectively.
In some cases, semi-autonomous bodies and companies, those were still under the public ownership owned the airports. Some organizations managed more than one airport, British Airports Authority (BAA) and Aer Rianta Irish Airports were good examples in Europe. Other airport authorities and companies also existed that operated just one major airport. This was the case at Amsterdam airport and many German airports. In the U.S., airport authorities also existed for some of the airports, such as the Minneapolis-Saint Paul Metropolitan Airports Commission. In some cases, multipurpose transport authorities which operated other modes of transport also operated airports, such as the Port Authority of New York and New Jersey or Massport in Boston.
There were also examples of airports where companies which were publicly owned managed the airports at concession for the central government. For example, the major Italian airports like Venice and Milan were controlled by public shareholdings and perhaps some private shareholdings at concession for long terms, such as 60 years. The concession could cover management of the total airport operations and handling services like Milan and Turin or just some of the operations like terminal management and handling services like Palermo. At French regional airports, the concessions were given to the local chambers of commerce, but national government holding some control over the airfield facilities. For example, at the Zurich airport, the planning and the overall operation of the airport and the airfield infrastructure is controlled by the Zurich Airport Authority, which is owned by the Canton of Zurich, while a mixed public private company, named FIG, managed and constructed the terminal infrastructure.
Commercialization
The publicly owned and strictly controlled airports were historically considered as a public utility for the public service obligations. As a result, the airport industry was not considered as a business dominant industry but a general public service transport system. However, in the 1970s and 1980s the perspective towards airport management changed as the industry grew towards airline privatization and deregulation. Many airports then were considered more of a commercial industry and businesslike management philosophy was adopted. Thus the airport industry around the world took steps towards commercialization with Europe as its leader. However, airports in areas like Africa and South America mostly stuck on to the traditional way and experienced less changes.
The coming of commercialization was seen in many different steps. For instance, many independent airport authorities and airport companies with public shareholders were established resulting in less government control over airports. This gave airports more of operational and commercial freedom and also gave private sector investment and partnership more chances. In 1972, the International Airports Authority of India was established to manage India’s four international airports. In 1986, National Airports Authority took control of the domestic airports in the country. These two merged in 1995. In Canada, where the Transport Canada was in direct control of the country’s major airports, passed its airport management completely to individual non-profit-making authorities in a long-term lease in the 1990s. its main reason was to improve its efficiency and integrate it to the local economy.
During the commercialization process, airport management was focused upon operational aspects like financial management, non-aeronautical revenue generation and airport marketing. Many airport directors and senior managers were operational specialists. This realization of commercialization resulted in expansion of staff members and operational resources. Also the typical departments for finance, administrations, operations, and so on was replaced with new department or ‘business units’ like customer needs, passenger and airline services.
One of the most significant changes during commercialization was an increased focus on the non-aeronautical revenues and commercial revenues. Aeronautical revenues such as landing and passenger fee from the airlines had been the most important source. In most of the airports, mainly European airports, non-aeronautical revenues overtook aeronautical revenues as the most important source. For example, Amsterdam airport first reported of its higher non-aeronautical revenue when compared to its aeronautical revenue. This was due to large space allocation to commercial retail shops and other non-aeronautical facilities.
In the past, it was very difficult to obtain a true indication of an airport’s financial and economic performance. Often the government would undertake normal public accounting practices specific to its country and would use public sector rather than more standard commercial procedure. This resulted in difficulty in comparing it with the other organizations. In some cases, airport’s cost and revenues were considered as one item only within the government department’s financial accounts. Therefore no specific profits from the airports could be determined. In the 1970s and 1980s, more commercial accounting practices were adopted in most of the airports. This was mainly due to less control in the hands of the government. For example, in 1987, all major airports in the U.K. became public limited companies (plc). This meant that these airports adopted commercial private sector accounting procedures. One example of this was when Geneva airport became an independent authority in 1994, it began to show balance sheets and asset values in its annual accounts, which previously was ignored.
Privatization
During the 1970s and the 1980s, commercialization took great strides in the growth of airports around the globe. But it was during 1990s when privatization became a reality. But what is actually meant by privatization? In its broadest sense, it usually means the transfer of airport management, and sometimes ownership as well, to the private sector.
Privatization of publicly owned airports had many arguments both supporting and against it. Privatization reduces the need of public sector investment and provides access to commercial sectors. It reduces government control and interference enabling the organization to diversify. It may also increase the operational efficiency of the airport, induces competition and payment of incentives for management and employee staff to perform well. There were some developments that took place in the 1970s and 1980s which strengthened the reasons for airport privatization to occur in some countries. For example in North America and Europe, deregulation resulted in the growth of the airports which meant the existing airport capacity could not cope with this growth. Privatization of airports was considered as a means of injecting additional finance into the airport systems to pay for the future investments. In addition to this, public sector funding became very scarce in the modern-day global economic climate as government thought of reducing their spending and turned to non-revenue-earning activities like education and health. |
