IT - Governance and C itrixwww.swissport.com

Philipp S chlatterChief Technology OfficerBI8058 Zurich - Airport

philipp.schlatter@ swissport.com

11/06/06

Page 2At a glance

Who is Swissport?

Industry perspectives

What we achieved

The role of IT-Governance

11/06/06

Page 3Mission statement

is the leading global airport and aviation service provider in terms of quality, reliability, customer dedication, growth, innovation and network coverage

offers a wide range of products at optimum value for money and achieves an attractive return on investment for all parties involved

is able to provide an “all-inclusive service package” as well as to manage new integrated collaboration models (outsourcing)

Who is Swissport? - Mission statement

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Page 4Key figures for 2006

Revenue (2005) EUR 999 million Employees over 21 000Flights handled 2 000 000Tons handled 3 000 000 Airports served 173Countries served 41

Customers more than 600

Who is Swissport? - Key figures

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Page 5

From 3 to 174 airports in eight years

Successful integration of DynAir (6000 staff), CSC (2000 staff) andGroundstar (2000 staff)Still seeking further attractive growth and partnership opportunitiesSenior management team with over 100 years collective industry experience

Strong financial backing

S uccessful growth management

344

101127 130 153 159 174166

Spanish-based Ferrovial acquired Swissport from Candover Partners Ltd. in August 2005Ferrovial is one of the world’s largest infrastructure and services groups, by profitability and capitalization (exceeding 9’000 million euros) and more than 50’000 employees.Long term commitment to supporting

further Swissport growth

1997 1998 1999 2000 2001 2002 2003 2004 2005

Who is Swissport? - Key figures > Successful growth management

Strong growth track record

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Page 6Product range

Ramp and passenger handlingLounges and ticketingSupervision and representationCleaning, De-icingE-services

Physical handling (Import/Export)Warehousing / storageDocument handlingTruckingULD management

Passenger and crew assistanceFlight plans and weatherLimousine and car rentalExecutive protection – and many more individual services

FuelingAircraft line maintenance (and also GSE/ULD-maintenance)Aviation security (passenger, ramp, cargo, cabin side)

Who is Swissport? - Product range

Classical ground handling

Executive aviation

Cargo handling

Others

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Page 7Organisation

Who is Swissport? – New Organisation

EVP = Executive Vice President and Member of the Group Executive ManagementVP = Vice President

Algeria, Austria, Cyprus,France, Germany, Groundstar UK, Hellas,Israel, Italy, Japan,Kenya, Korea, Philippines, Poland, Singapore, SouthAfrica, Spain, Sudan, Switzerland, Tanzania,Ukraine

Argentina, Brazil, Canada, CFE, Dom.Republic, Hallmark, Honduras, Peru, USA

Aruba. Belgium, Bonaire,Brazil, Canada,Curacao,France, Germany, Hellas, Honduras, Hungary, Israel, Italy, Kenya, Korea, Luxembourg, Mexico, Netherlands, Peru, Russia, Singapore, South Africa, Switzerland, Tanzania, UK, USA, Venezuela, ULD Mgmt. (Unitpool)

Aircraft Maintenance,Aviation Security (Checkport),Executive Aviation,Fueling Services

IT Budget 4.8%

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Page 8S wissport network worldwide

173 airportsin 41 countries

(2) = number of airports served

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Page 9

Strong local partnerships

Joint ventures with and/or minority/majority stakein complementary service providers

All partners are committed to Swissport’s globalservice and quality consistency and work under the same guidelines and principles

A franchising concept is also in place

… and our partnerships

Who is Swissport? - Collaborations

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Page 10Trends

Market and airport liberalisation

Deregulation

Cost pressures and outsourcing

No-frills

Single sourcing with strategic partners

Ground Handling Market Consolidation

Industry perspectives - Trends

Worldwide trends Passenger traffic growth

-4%-2%0%2%4%6%8%

10%12%14%

Worldwide airline passenger trafficdevelopment between 2000 and 2005 and forecast for 2006

Source: ICAO

2000 2001 2002 2003 2004 2005 2006

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Page 11New collaboration models and outlook

Partnership vision

New collaboration models and tailor-made solutions

Capabilities and track record

Projects

Who is Swissport? - Industry perspectives - New collaboration models and outlook – Q&A

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Page 12New collaboration model

From Relationship to Partnership

High

Low

Add

ed

Valu

e

Technological Solutions (i.e. SSD, CUSS)

Consulting orManagement Agreements

Single station

Regional packages

Network packages

Hub management(Joint venture)

Full outsourcing

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Page 13

Key Production Indicators

•3 Silos with total 36 Servers•840 concurrent users•7x24 operations•35% Thin Clients•approx 40 Applications

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Page 14Projects

VLAN 1 at MUC Airport

EDS ExtranetIPNetRAS-VPN

SonicWall TZ 170MUC01

T-COM Business2048/256k ADSL

IPVPN CorePZLQ044

SonicWall PRO 3060ZRH01

ED

S

manag

ed S

ervices

Internet

Sw

issport w

ill man

age Pro

vid

ers

.5

S iS i

S iS i

SITA IPVPN BackboneGSMNet/ISNet/IPNetRAS-Dial

InfraPORT DatacenterNetwork / EDS MPLS

IPSec Tunnel

Local ISP Access

Outside EN Net

BGP

BGP

Inside EN Net

.125

.126

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DHCPPPPoE Client configured

SIT

A m

anag

ed S

ervice

(except lo

cal Intern

et Connectio

n)

VLAN 2 at MUC Airport

STATIC IP on CLIENTS

.1 .129

AirportVLAN

MUC Airport network range

Not shown:•Network Printer (omit local attached printers)•Airline specific printers and PC•Notbooks for Nomades

Igel, Thin Client

SEH, Print Appliance (Spooling)

Current Outstation Layout

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Page 15

Monitoring and Helpdesk

•Independent, transparent SLA, Provider monitoring•pro active performance management•Single Point of contact @ EDS HelpDesk (max 900 calls a month)•ITIL Process as common understanding

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Page 16

How to achieve and behave in such environment

•Clear distinguish betweenstrategy and governance

• To be aware of the direction of interestand action

• Each direction demand differentbehavior

Top Down

Buttom Up

Middle Out

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Page 17

Translation of the fashion word STRATEGY

http://dict.leo.org/

(Cut after relevant wordings)

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Page 18

Translation of the fashion word GOVERNANCE

http://dict.leo.org/

(Cut after relevant wordings)

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Page 19

Conclusion

Strategy is more often used and familiar than governance

Strategy covers what we do (e.g. server-based computing)

Governance describes how we act

A company / organization has to define the terms them self

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Page 20

Swissport Governance Main Chapters

1. Governance Definition

2. Business Imperatives

3. The Role of IT

4. Governance Principles

5. Architecture Guidelines

6. Governance Processes

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Page 21

We define IT governance as the ‘assignment of decision rights and the definition of an accountability framework that should encourage desirable behaviors in the use of IT’. Sound IT governance builds on an articulated business strategy and helps to arrive at an alignment between business and IT faster in a more structured way.

In particular, IT governance defines the following topics:

What type of IT governance decisions have to be taken?Who has the final decision for which type of decision?Which mechanisms have to be followed to come to these decisions?

If applied consistently, a well-defined IT governance helps to adhere to agreed-upon IT objectives that support the overall business direction. The permanent practice of IT Governance rules and procedures has to be seen as a process that will be constantly applied and re-defined.

1/6 Governance Definition

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Page 22

2/6 Business Imperatives

Among other roles, Corporate IT will not only come forward with new technologies but also act as a critical assessor of business ideas regarding new technology.

The overall guideline is to adopt mature, proven and cost-efficient technologiesrather than to invest aggressively into new technologies.

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3/6 The Role of ITBasically, Corporate IT assumes the role of a reliable utility provider who enhances business operations, e.g. when it comes to new licence agreements and operating system decisions. In order to standardize hardware / software equipment, corporate IT regularly publishes listings of recommended infrastructure elements (see Appendix A).

Corporate IT perceives its role as the focal point of standardization efforts. Whenever possible, corporate IT will consult business and regional operations in the selection and operations of architectural IT elements. Although corporate IT has central decision authority in some areas (see Appendix B), it should participate early on in each IT-relateddecision process, i.e. there exists a duty for business to inform corporate IT as quickly as possible.

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4a/6 Governance PrinciplesApart from the existing organizational set up, the major decision mechanisms that will beused regularly to govern IT will be just three decision bodies:

1. General Executive Management Meeting (GEMM) = highest decision body for allbusiness and related IT topics, that have channeled through the BITCO and ITBO

2. Business / IT –Committee (BITCO) = decision body for business-related ITApplication needs, investments and prioritization issues

3. IT Board (ITBO) = decision body for all topics regarding IT Infrastructure andtechnical architecture

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Page 25

4b/6 Governance Principles

Further Sub-Chapters

4.1. Decision domains and decision styles

4.2. Decision mechanisms

4.3. Regional/Local vs. Central Decision making

4.4. Sourcing Principles

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Page 26

5/6 Architecture Guidelines

The benefits of an architectural compliance effort will be regularly communicated to business users and business unit managers in order to sustain their full support and buy-in.

Further Sub-ChaptersCompetencies regarding Architecture

Architectural compliance

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Page 27

6/6 Governance Processes

Whenever a new initiative is planned, the following checklist should be applied to identify new projects. The first questions serve primarily the purpose to answer the question, if the new initiative should be a project at all, while the rest of the questions helps to classify types of projects.

-> Project Port Folio Management

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Page 28Projects

The Deming Wheel

Where's the baseline (initial Projects)?Quality = a*Time + b

Keep wheel moving

Allow questions

Demand actions

Question your doing in this context

DC

PA

Quality

Improvements

Direction of the wheel

Qua

lity

Time

PlanDoCheckAdapt

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Page 29

Final remarks

Governance is top down approach

Governance is a frame work and not a giant if then statement

End-user have too understand the governance

Governance has to be distributed with adequate tools (i.E. CMS, not Email)

Governance organics the behavior of IT in a long term

Governance makes IT understandable for world wide organizations and regional mangers

New employees will understand the process based on governance

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Page 30

Fragen / Antwort

Sprechentschädigung geht an das von Swissport unterstützte Kinderhilfswerk

Alle Angaben sind urheberrechtlich geschützt und dürfen ohne Zustimmung des Authors in keiner Form weiter verwendet werden.

Danke für Ihre Aufmerksamkeit