ANA Aeroportos de Portugal
Encyclopedia
Aeroportos de Portugal is the Airport Authority of Portugal
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
ANA, SA appeared within a context of accelerated globalization, with the increasingly more intense movement of people and goods. Its competitiveness and that of the country was dependent on its responses to this new situation.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
Aeroportos de Portugal (ANA) is the Airport Authority of Portugal
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
ANA, SA appeared within a context of accelerated globalization, with the increasingly more intense movement of people and goods. Its competitiveness and that of the country was dependent on its responses to this new situation.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
Aeroportos de Portugal (ANA) is the Airport Authority of Portugal
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
ANA, SA appeared within a context of accelerated globalization, with the increasingly more intense movement of people and goods. Its competitiveness and that of the country was dependent on its responses to this new situation.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
Portugal
Portugal , officially the Portuguese Republic is a country situated in southwestern Europe on the Iberian Peninsula. Portugal is the westernmost country of Europe, and is bordered by the Atlantic Ocean to the West and South and by Spain to the North and East. The Atlantic archipelagos of the...
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
History
At the end of the 1980s, a major expansion in both the economy and air traffic was witnessed at the global and national level. For ANA, it was a period of investment in basic infrastructures, with the renewal of the Air Traffic Control systems and the Lisbon, Oporto and Faro airports. Airport activities also grew: free shops, rent-a-car offices, parking.During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
ANA Group
ANA, SA owns five handling companys.Aeroportos de Portugal (ANA) is the Airport Authority of Portugal
Portugal
Portugal , officially the Portuguese Republic is a country situated in southwestern Europe on the Iberian Peninsula. Portugal is the westernmost country of Europe, and is bordered by the Atlantic Ocean to the West and South and by Spain to the North and East. The Atlantic archipelagos of the...
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
History
At the end of the 1980s, a major expansion in both the economy and air traffic was witnessed at the global and national level. For ANA, it was a period of investment in basic infrastructures, with the renewal of the Air Traffic Control systems and the Lisbon, Oporto and Faro airports. Airport activities also grew: free shops, rent-a-car offices, parking.During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
ANA Group
ANA, SA owns five handling companys.Aeroportos de Portugal (ANA) is the Airport Authority of Portugal
Portugal
Portugal , officially the Portuguese Republic is a country situated in southwestern Europe on the Iberian Peninsula. Portugal is the westernmost country of Europe, and is bordered by the Atlantic Ocean to the West and South and by Spain to the North and East. The Atlantic archipelagos of the...
. The authority manages various airports including Portugal's largest airport, Lisbon-Portela. The authority has its head office in Building 120 on the grounds of the airport.
History
At the end of the 1980s, a major expansion in both the economy and air traffic was witnessed at the global and national level. For ANA, it was a period of investment in basic infrastructures, with the renewal of the Air Traffic Control systems and the Lisbon, Oporto and Faro airports. Airport activities also grew: free shops, rent-a-car offices, parking.During this period the company’s head office was built, in addition to buildings for our partners: forwarding agents, concessionaires and airlines. It was also a period when we joined several international bodies, such as Eurocontrol, ICAA (International Civil Airports Association) and AOCI (Airport Operators Council International).
The 1990s began with the Gulf crisis, which had an impact on both aviation and the world economy. Other sources of instability were the war in Yugoslavia, German reunification and the slowdown in the US economy. These circumstances meant the end of a cycle of self-financing investments for ANA, and the company was forced to seek credit to support its development.
Despite these difficulties, infrastructures continued to be strengthened, especially the Lisbon, Faro and Ponta Delgada airports and, in air navigation, the Atlântico project.
In 1991 the liberalization of the European market was extended, with the end of monopolies and tariff controls. These measures brought with them great challenges. In order to confront these, in 1992 ANA carried out a thorough analysis, the keywords of which – Client and Effectiveness – guided the company’s growth in the following years.
The result of this analysis was a new direction for the company towards competitiveness. Decentralized management was adopted, which transferred decision-making capacity to the different business areas: Airports, Air Traffic Control Centres, the Commercial Activities Area and the Aeronautical Infrastructures Studies and Projects Area.
The structure of the organization became more simplified and effective. A new tariff policy was set up, capable of attracting large clients with a greater cost/benefit relationship. The commercial profitability of the airports was expanded with the awarding of various concessions.
During this period ANA demonstrated its capacity to provide services to third parties, within Portugal and beyond. The Funchal and Macau airports were the first to entrust us with their management.
Investment in infrastructures continued, with improvements in the different airports and in the management of air traffic.
In a period of expansion in the economy and in air traffic, with intense competition between destinations and airports, ANA’s response was continued growth, topped with record performance levels in the year of Expo98, equally in terms of turnover, net profits and investments.
At the end of 1998, ANA Aeroportos, EP, split into two new companies, leaving these a legacy of infrastructures, positive economic and corporate indicators and a culture of competitiveness. ANA - Aeroportos de Portugal, SA, focused on airport management, and NAV, EP, focused on air navigation, were thus born.
One of these responses was a new strategic vision, which defined ANA as a benchmark group in airport services. The group included, amongst other companies, Portway, a handling operator since 2000, and NAER, set up in 1998 to move forward with the new Lisbon airport.
The Government’s decision to build the new airport was not only a response to the reported saturation at the Portela airport, but was also to give the country a hub connecting the Atlantic to Europe. The location of the new airport was decided in 1999, followed by its model in 2000: a public-private partnership to be combined with the privatization of ANA itself.
Meanwhile, expansion continued at Portela, aiming the achievement of its full potential, and a new development plan was created for the Sá Carneiro Airport, aimed at allowing it to serve the whole of the North East of Iberia. Madeira Airport, an example of engineering prowess, opened the archipelago up to large aircraft, and Faro Airport was renovated, with a view to making it the best tourist airport in the Iberian Peninsula.
This focus on expansion and competitiveness suffered a serious setback with the 9/11 attacks. The crisis in the economy and in aviation led to a heavy loss of income, compounded by increased security costs. International instability and Portugal’s economic difficulties called into question large projects such as the new Lisbon airport, which the Government suspended in 2004.
In this context, it became even more important to adopt a lighter structure with fewer costs, in which resources and procedures could be shared throughout the group. This restructuring, which took place between 2002 and 2004, was another step in creating the conditions necessary for privatization.
2004, which did not bring the expected takeover, was the year in which ANA’s airport traffic began to grow once again. The 2004 European Football Championship contributed to this, but also a successful commercial strategy, with flexible prices and incentives which attracted new airlines, especially low costs.
ANA Group
ANA, SA owns five handling companys.- PORTWAY – Handling de Portugal, S.A
- Formed on July 2000, its primary function is to assist and service aircraft on stop-overs at Portuguese airports, commonly referred as handling.
- NAER – Novo Aeroporto, S.A.
- Created under Portuguese Law Decreto-Lei n.º.109/98 de 24 de Abril, this company, which receives exclusively public funds, was established to develop the projects necessary for the preparation and execution of those decisions to be taken in the process of planning and launching a new airport on the Portuguese mainland.
- ANAM - Aeroportos e Navegação Aérea da Madeira, S.A.
- Created under Portuguese Law Decreto-Lei n.º.453/91 de 11 de Dezembro, this company, which receives exclusively public funds, was established to study, plan, build and utilise the airports in the Autonomous Region of Madeira.
- ADA – Administração de Aeroportos, Lda.
- Formed on 12 September 1994 in MacauMacauMacau , also spelled Macao , is, along with Hong Kong, one of the two special administrative regions of the People's Republic of China...
, its primary function is the administration of airports, specifically the Macau International AirportMacau International Airport- Cargo airlines :The following cargo airlines serve Macau International Airport :*Air Macau*EVA Air Cargo*Shanghai Airlines Cargo*Singapore Airlines Cargo- Other Tenants :* Macau Customs Service...
(AIM) which opened in 1995, four years before the Portuguese handover of Macau. The management contract granted to the company for the Airport of Macau is valid for fifteen years, with an option for renewal.
- Formed on 12 September 1994 in Macau
- FUTURO – Sociedade Gestora de Fundos de Pensões, S.A.
- Formed on January 1988, to manage pension fund management.
ANA Airports
- BejaBeja AirportBeja Airport is a portuguese airport that opened doors to civilian flights on April 15, 2011, having scheduled several charter flights to the United Kingdom and to Cape Verde. It is the only portuguese airport in Alentejo, the biggest portuguese region, with an area comparable to the size of...
- Faro (Algarve)Faro Airport-Incidents and accidents:*On 21 December 1992, Martinair Flight 495 skidded off the runway in bad weather at Faro Airport killing 54 passengers and two crew out of a total of 340 people on board....
- FloresFlores AirportFlores Airport is a regional airport on the island of Flores in the Portuguese Azores. It is located along the eastern coast, bisecting the regional capital of Santa Cruz das Flores into two halves: from the Porto of São Pedro the runway is aligned north-south to the area around Porto dos Poços...
- HortaHorta Airport-External links:*...
- Lisbon
- Ponta DelgadaJoão Paulo II Airport-External links:*...
- Porto
- Santa MariaSanta Maria Airport (Azores)Santa Maria Airport is an airport on Santa Maria Island, in the autonomous region of the Azores, Portugal, serving the municipality of Vila do Porto, within the archipelago and to the continent...
External links
