SWISSPORT INTERNATIONAL AG

COMPANY REPORT
2022
2 INTRODUCING SWISSPORT Swissport International AG

CEO’S STATEMENT

Dear Readers,

From spring 2022, global air traffic began a rapid from country to country, and a severe global labor
recovery after two years of rigid travel restrictions shortage. Despite the challenges, Swissport
and an almost complete collapse of demand. As the trained more than 44,000 new joiners and was
world leader in aviation ground services, Swissport well prepared to support its customers with
played a key role in the safe relaunch of global reliable and safe operations, despite the high share
aviation. Most of our operating metrics showed of new staff members.
double-digit growth in 2022.
Our safety-first credo played a key role here. We
In airport ground services, which includes check-in bring it to life with rigorous training and a focus
and gate services, as well as ground movement on standard operating procedures. Our Safety and
of aircraft, baggage handling, or de-icing services, Health Improvement Program (SHIP) has en­
the number of aircraft turned increased to 3.3 million abled us to establish effective incident reporting.
in 2022 (2021: 2.0 million). The number of passen­ Frontline staff and leaders are aware of their
gers served nearly doubled to 186 million (2021: 97 key role in mastering the daily challenge of fulfilling
million). The cargo business was impacted by the customer expectations while putting safety first.
disrupted global supply chains, the war in Ukraine, There is zero tolerance regarding process shortcuts
and a tightening of monetary policy by leading and compliance with agreed and trained procedures.
central banks. Regardless, Swissport handled a solid
4.8 million metric tons at over 100 air cargo centers I am proud that our team was able to deliver reliable
in 2022 after a record 5.1 million tons in 2021. aviation services as the whole sector scrambled to
keep up with demand. It demonstrates Swissport’s
That was the good side of 2022. The challenges that resilience and reliability as a partner.
came with the sudden lifting of most travel re­
stric­tions were manifold, however. To cope with Thank you for your interest and enjoy reading.
the expected demand spike, Swissport swiftly
launched a broad recruitment campaign and training Warwick Brady
initiative to quickly fill its ranks and ramp up President & CEO
operations in line with airline demand. The recovery Swissport International AG
was quicker than anyone expected, however, and
aggravated by an out-of-sync global operating
environment, disrupted flight schedules, uncertainty
over post-Covid travel regulations that differed
Company Report 2022 INTRODUCING SWISSPORT 3

“Swissport played a key

role in the safe relaunch
of global aviation.”
4 INTRODUCING SWISSPORT Swissport International AG

2022 KEY FACTS

Facts and figures are to the point, but behind the numbers
are Swissport people – some 60,000 employees at the end
of 2022. Our company report tells the ambitions and stories
behind the numbers.

45
6
COUNTRIES

CONTINENTS

292
4.8
AIRPORTS

CARGO TONS (million)

850
CUSTOMERS
Company Report 2022 INTRODUCING SWISSPORT 5

186
65
PASSENGERS (million)

AIRPORT LOUNGES

3.3
FLIGHTS (million)

60,000
EMPLOYEES

117 AIR CARGO CENTERS

6 Swissport International AG

CONTENTS

INTRODUCING SWISSPORT

CEO’s statement 2
2022 key facts 4

1 SWISSPORT AT A GLANCE

2022 Group Management 10

Overview of results 12
Interview with the CEO 14
Our global presence 16
Our story 18
Market review 20
Focus: Hub and large base operations
Experts for complex outsourcing projects 22
Interview with Bruno Stefani 24
Case study Rome-Fiumicino, Italy 26

2 OBJECTIVES & STRATEGY

Purpose 30
Our corporate values 31
Our corporate strategy 32
Our commercial ambitions 34
Our value proposition 36
Full range of aviation services 38
Operational excellence 40
Health and safety leadership 42
Best value for money 44
Customer centricity 46
Global consistency 48
Company Report 2022 7

3 ENVIRONMENTAL, SOCIAL & GOVERNANCE

Making sustainability happen 52

Our commitment to ESG 54
People at the heart of our business 62
Playing our part to protect the planet 74
A business grounded in ethics and
responsibility 82

APPENDICES

GRI content index 92

About the report 100
Credits 100
Contact 101
SWISSPORT
AT A GLANCE
1
10 SWISSPORT AT A GLANCE Swissport International AG

2022 GROUP MANAGEMENT 1

Warwick Brady Iván Nash Vila2

President & CEO Chief Financial Officer

Karen Cox
Director of Global Operations and Safety

Dave Lynch
Chief Information Officer

1 As per 31 December 2022

2 Jourik Hooghe assumed the role of Chief Financial Officer on 9 January 2023
3 Nadia Kaddouri stepped down on 26 July 2023
Company Report 2022 SWISSPORT AT A GLANCE 11

Nadia Kaddouri3 Chris Rayner

Chief Strategy & Sustainability Officer / Chief People Officer
Chief of Staff

Ilse De Loof Andres Diez

General Counsel & Company Secretary Director Global Commercial

Nathan Lang
Chief Transformation Officer
12 SWISSPORT AT A GLANCE Swissport International AG

OVERVIEW OF RESULTS
2022 BUSINESS PERFORMANCE
In 2022, Swissport successfully ramped up its operations to support airlines in
rapidly expanding their flight schedules as large parts of the world emerged
from the Covid economy. In the Northern Hemisphere, the summer travel period
was characterized by extreme demand spikes that coincided with a dried-up
labor market and global inconsistency over post-Covid travel regulations.

OPERATING PERFORMANCE A recent example is the expansion and upgrade

of a cargo center at Nairobi’s Jomo Kenyatta
International Airport (NBO). The facility now boasts
AIR CARGO HANDLING a new 750 sqm interconnected cold storeroom
In the cargo business, global supply chain issues, with direct access from the perishables hub to the
the war in Ukraine and a tightening of monetary airside. It is IATA CEIV Fresh- and IATA CEIV
policy by leading central banks contributed to a Pharma-certified and already part of an elite
slowdown. Regardless, Swissport handled a solid subset of Swissport Pharma Centers.
4.8 million metric tons in 2022 after a record 5.1
million tons in 2021. At the end of 2022, Swissport operated 117 air cargo
centers. To date, there are 21 Swissport Pharma
Supported by attractive long-term growth pros­ Centers which are certified through IATA CEIV,
pects, Swissport continues to actively pursue its MHRA, or Swissport’s own rigorous internal audit
ambitious expansion plan in the air freight process. They are complemented by 74 pharma-
business. We have made significant investments capable air cargo warehouses around the globe.
in the construction of new warehouse infra­
structure, including temperature-controlled cargo
terminals and air cargo centers for special cargo
shipments such as perishables and pharmaceuticals.

AIRCRAFT TURNS PASSENGERS LOUNGE GUESTS CARGO TONS

2020 0.8 million 2020 82 million 2020 1.2 million 2020 4.1 million
2021 1.0 million 2021 97 million 2021 1.1 million 2021 5.1 million
2022 1.7 million 2022 186 million 2022 4.6 million 2022 4.8 million
Company Report 2022 SWISSPORT AT A GLANCE 13

AIRPORT GROUND SERVICES passenger services (check-in, gate) and ramp

handling (aircraft movements/towing, baggage
The number of passengers Swissport served in 2022 handling). In addition, we continued to invest
nearly doubled to 186 million (2021: 97 million), in staff training in pursuit of providing the best-
reflecting the recovery of demand for international possible quality of service to our customers
travel. In the airport ground services segment, and their passengers.
which includes check-in and gate services as well
as ground movement of aircraft, baggage handling,
and aircraft de-icing, the number of flights handled REVENUE PER CONTINENT
rose to 3.3 million (2021: 2.0 million).
With a revenue share of about 44 percent, Europe
During peak travel periods such as Easter, Ramadan, is Swissport’s largest world region. North America
and the US spring break, traffic levels already ranks second with almost 36 percent. Asia follows
returned to pre-pandemic levels at some airports with six percent, and the remaining revenue is split
in 2022. The pent-up demand for travel presented between Australia, Africa, and South America.
a challenge for the entire sector. From airlines to
aviation services providers, to air traffic control Swissport’s most significant business expansions
and even local police corps, many partners struggled of the past five years were in Australia and Asia.
to keep up with the sudden surge in travel volumes. With the acquisition of the Australian ground hand­
In preparation for this demand rebound, Swissport ling company Aerocare, Swissport added some
invested heavily in recruiting and training staff. 27 airports in Australia and New Zealand in 2018.
In Korea, the company increased the shareholding
In the midst of the global ramp-up, Swissport con­ in its local joint venture to 100 percent from 59
cluded a successful market entry in Italy. At the percent previously. In August 2023, Swissport started
country’s largest airport in Rome-Fiumicino, the cargo operations in Sydney, and preparations for
Swiss market leader acquired the ground handling cargo operations are also underway in Melbourne.
business of Alitalia in extraordinary administration
and successfully started up operations. Other recent developments include the acquisition
and opening of airport lounges in Australia and
We launched a large-scale recruitment campaign Japan. In the Middle East, Swissport has been
to help our more than 850 airline customers ramp recording strong growth especially in the Kingdom
up their operations and created around 18,000 new of Saudi Arabia following its market entry into
jobs. These were primarily frontline positions in Saudi Arabia and Oman in 2017.

REVENUE PER CONTINENT

3.5% 2.6%
4.6% 4.9%
5.6% 5.3%

6% 44.4% 6.8% 42.5% Africa

Asia
Australia
2022 2021
1
Europe
North America
South America
35.9% 37.9%

1 2021 figures using 2022 rates

14 SWISSPORT AT A GLANCE Swissport International AG

INTERVIEW WITH THE CEO

Swissport’s President & CEO Warwick Brady reflects on
an eventful market and business environment and shares
his outlook for the future.

In summer 2022, we saw the easing inflation in combination with a However, the wage inflation and
of travel restrictions around the general shortage of labor is a big higher interest rates are fueling an
globe. Apart from a few markets, issue. Roughly 70 percent of our overall cost increase, and this
international flights once again costs in ground handling are per­ ultimately hits the financial bottom
took to the skies. How has Swissport sonnel-related. In addition, the war line. But I would say that the largest
experienced this rebound? between Russia and Ukraine has concern is the global shortage of
We expected aviation to rebound in also impacted logistics, supply chains, qualified labor. Staffing continues to
2022 and already started preparations and global aviation at large. Still, be a major challenge. Swissport
back in 2021 with plans to recruit overall, aviation is in a much better has retained people during quieter
and train additional staff across our place and shape now than it was months to allow for upskilling, and
global network. Nevertheless, the a year ago. to start recruiting for the travel
fast lifting of travel restrictions peaks from a higher base. We want
strained the global aviation sector. To what extent was this mirrored in to ensure summer 2023 will be
People were deprived of free mobility Swissport’s 2021 production figures? less burdensome for our staff than
for two years, and when the gates In 2022, we’ve nearly doubled the summer 2022.
finally opened, there was no holding number of passengers served to 186
back. Some have called it revenge million, up from 97 million in 2021. What do you see as Swissport’s
travel. The rebound in demand was The number of flights handled for greatest success in 2022?
very sudden and as unprecedented our airline customers rose from two Apart from supporting our airline
as the collapse in 2020 when Covid-19 million in 2021 to 3.3 million in 2022. customers in returning to the skies
first spread. Despite a difficult peak In a very soft post-Covid market, in a way never seen before, our
travel season, our people mastered cargo took a hit. At 4.8 million metric market entry in Italy and the start
the challenge, and this deserves tons in 2022 it was below the record of operations in Rome in June were
our greatest respect. It makes me 5.1 million metric tons in 2021, but the major highlights. We delivered a
enormously proud. still came in strong and above pre- very smooth start of operations at
Covid levels. Our workforce reached Fiumicino Airport, where we manage
How would you describe the current a peak of 60,000 employees in the the hub and home base of ITA
state of aviation compared to a summer months, compared to 44,000 Airways, Italy’s flag carrier. In our first
year ago? at the end of 2021 and just 10,000 four days of operation, we had a
A year ago, the pandemic was still active workers in April 2020. All of punctuality rate of 95.6 percent. Given
very present, and airline flight these are positive indicators. that this was during an early summer
programs were very reduced. Passen­ travel weekend in Italy, it was a very
gers had to undergo cumber­some What are the biggest challenges for impressive start-up. And it’s testa­
procedures, such as pre-departure aviation and for Swissport right now? ment to Swissport’s expertise in com­
testing, just to be allowed to travel. On a macro level, we’re looking at plex hub and large base operations.
When you go to an airport today, a period of wage inflation, rising
things look normal again. interest rates, and higher costs of Tell us more about the management
living. Interestingly, and luckily, this of hubs and large base operations.
On the other hand, the world economy has so far not slowed demand for At Swissport, we are experts at
is still unstable. Rising inflation and air travel. There is an enormous what we do. Our teams help millions
interest rates drive the cost of living. appetite for people to visit places of passengers board their flights
For us in the service industry, wage and friends and family post-Covid. and thousands of flights take off
Company Report 2022 SWISSPORT AT A GLANCE 15

“We have an ambitious

business plan focused on
organic commercial growth,
both in terms of generating
new business and upping our
renewal rates.”

cargo handling. Our airport lounge

business, executive aviation services,
and specialist services like load
control for airlines are complementary
revenue streams to successfully
expand.

For the short- to mid-term, there

are certain areas we want to focus
on, such as growing our network of
Swissport Pharma Centers to better
around the clock and around the Integrated operations control serve our cargo customers. When it
globe. And we are the true global centers and weekly and monthly comes to operational excellence and
leader in hub management, with meetings also contribute to the service delivery, we continue to inno­
over 20 years of experience. Hubs, collaboration. There needs to be a vate and invest. Another crucial
and to a lesser extent large bases, will of all partners to make the driver for sustainable success will be
too, add an additional level of com­ impossible possible and to really the improvement of our staff reten­
plexity to our task. work hand in hand. tion rate, and to that end, we’re
currently working on an Employee
Hubs are complex. Hub carriers What are Swissport’s plans for 2023 Value Proposition as a framework
operate a tightly clocked system of and beyond? for investing in our people and the
arriving and departing flights. So, We have an ambitious business workplace where it matters to our
connection times of passengers and plan focused on organic commercial people. Our fleet strategy is also of
bags are short, typically between growth, both in terms of generating utmost importance. Wherever fea­
35 and 55 minutes. The whole system new business and upping our renewal sible, we will procure electric GSE.
is very sensitive to delays. To make rates. Our two strategic business In the next 10 years, we aim to
it all work, close cooperation between lines remain airport ground services – increase the share of electrically
airport, airline, and ground services which includes ramp handling, fueling, powered vehicles in our fleet to at
companies – like Swissport – is a must. and passenger services – and air least 55 percent.
16 SWISSPORT AT A GLANCE Swissport International AG

OUR GLOBAL PRESENCE

AVIATION SERVICES ON SIX CONTINENTS
By the end of 2022, Swissport was operating at 292 airports
in 45 countries. That’s a broader global presence than any of
our competitors can offer. Our airline customers benefit
from best-in-class services and unrivaled value for money.

Swissport’s global presence on six continents, in

combination with our knowledge of the local
markets and our comprehensive service portfolio,
90
NORTH AMERICA
is the basis of our continuous success in a highly
competitive environment. We proudly serve more
than 850 corporate clients with airport ground
services and air cargo handling at 292 airports
across 45 countries.

To complement our organic growth, Swissport

pursues an ambitious M&A agenda, both as an
active consolidator in the aviation services sector
and via partnerships and joint ventures globally.
In our conversations with airports and airlines
around the world, we are getting a lot of interest

47
in selling their business or partnering with us
for their own ground services or cargo handling.

Acquisitions provide quick access to new markets

and they serve as a platform for growth. One
example here is Aerocare, an Australian operator
Swissport acquired in 2018. While the company SOUTH AMERICA
was originally focused on airport ground services,
our Australian team has been busy expanding
the regional service portfolio. In August 2023,
Swissport commenced cargo operations in Sydney.
Final work is also underway for an air cargo
center in Melbourne. And in Perth, the Group’s
first Aspire airport lounge on the continent
opened in June 2021.
18
25
Swissport provides its international airline cus-
tomers with consistent services around the globe. 90
Our Swissport Formula, first introduced in 2008, 31
is a set of principles that defines the way we work –
292
focusing on standards in training and operations. AIRPORTS
As we continue to further digitalize our business,
standardization will allow us to unlock our full
47
potential to the benefit of our customers.

81
 Company Report 2022 SWISSPORT AT A GLANCE 17

81
18
EUROPE

ASIA

31
25
AFRICA

AUSTRALIA

292
AIRPORTS WORLDWIDE As of 31 December 2022

2 6%
5 8%

16 36 %
8%
Africa
6 Asia
45 60,000
COUNTRIES EMPLOYEES Australia
12 % Europe
North America
South America
7

9 30 %
18 SWISSPORT AT A GLANCE Swissport International AG

OUR STORY
FROM LOCAL PLAYER TO GLOBAL LEADER
Swissport was incorporated in 1996. Today, the company is the global
leader in airport ground services and air cargo handling, both based
on revenue and the number of airports served.
Ferrovial
Spanish construction company
Ferrovial purchases Swissport from
Global expansion British private equity company
Expansion to Turkey and South Candover.
Africa. Acquisition of DynAir
in US and Aer Lingus Ground Cargo services Asia expansion
Handling in London. Swissport significantly expands Swissport acquires Globeground Korea,
its cargo handling business by adding Seoul to its network as the
acquiring Cargo Service Center B.V. third major station in its Asia-Pacific
with 61 stations in 15 countries. network after Manila and Singapore.

Candover Aviation security

British private equity company Swissport diversifies into the security
Candover purchases Swissport business via its acquisition of Protectas
from Swissair Group. Aviation Security Ltd., today branded
Checkport.

1996 1998 2000 2002 2004 2005 2010

130 153 166

25 countries Lufthansa Munich

Swissport expands to 130 Swissport-Losch, a joint venture
locations in 25 countries. with Losch Air­port Service, wins
the handling of Lufthansa’s
regional fleet as a major initial
contract at the Munich hub.

Swissport is incorporated UK expansion

Swissport is incorporated in Acquisition of Groundstar Ltd. adds
August 1996 in Switzerland with five locations and doubles Swissport’s
an initial presence in Zurich, business volume in the UK.
Geneva, and Basel. The company
subsequently expands into the KLM cargo, SWISS, and United
UK, Germany, and Brazil. Swissport and KLM conclude five-year
worldwide agreement covering 64
stations. Major outsourcing agreements
signed with SWISS and United Airlines.
Awarded for Best Global Ground
Handler five times in a row.
Number of airports
Company Report 2022 SWISSPORT AT A GLANCE 19

Mexico expansion
Swissport expands its presence
in Mexico to 28 stations via a
joint venture with AGN Aviation
Services.

Fueling
Swissport invests in its fueling Change of ownership
business through the acquisi­ On 21 December 2020,
tion of a majority stake in AFS Swissport has successfully
Aviation Fuel Services GmbH. completed a comprehensive
financial restructuring.

 iddle East expansion

M Pharma Centers
PAI Partners Swissport expands into Swissport launches its
Ferrovial successfully concludes the Middle East with own label for cargo centers
sale of Swissport to PAI start-ups in Saudi Arabia handling temperature-
Partners. and Oman. sensitive pharmaceuticals.

2011 2012 2013 2015 2016 2017 2018 2020 2021 2022
191 303

Flightcare HNA Group Swissport

Swissport acquires Chinese HNA Group 25th anniversary
Flightcare Spain and acquires Swissport from 16 August 2021 marks
Belgium. PAI Partners. the 25th anniversary
of Swissport.

Servisair Aerocare Italy expansion

 wissport substantially
S  ajor expansion in the Asia-Pacific
M Swissport takes over ITA
expands its global presence region: Swissport acquires Aerocare, Airways’ hub handling
by acquiring the ground the number-one ground handler in operations in Rome-
handling group Servisair. Australia / New Zealand. Fiumicino.

Apron Belgium Airport Services

Acquisition of German cargo handler Swissport expands its
Apron GmbH makes Stuttgart the ­ ware­house and handling
second-largest cargo hub of Swissport capacity at Liège Airport
in Germany, only topped by its by acquiring Belgium
Frankfurt facility. Airport Services (BAS).
20 SWISSPORT AT A GLANCE Swissport International AG

MARKET REVIEW
Swissport is well positioned to benefit from the trend
toward outsourcing of ground handling services by
airlines worldwide.

In 2022, the global economy – while still suffering term forecast. With operations at some 300 air-
from residual supply-chain disruptions and, in ports worldwide, Swissport is well positioned to
particular, labor shortages – continued its recovery participate in the sector growth.
from the Covid-19-related economic contraction.
GDP in the G20 area increased by 3.2 percent,
ac­cording to the OECD, following a 6.3 percent MARKET DEREGULATION
spike in 2021.
The continuing deregulation of airport ground
Despite the protracted war in Ukraine, persisting services and air cargo handling in many countries
inflation, monetary tightening by all major central and regions opens new markets to aviation service
banks, and a dried-up labor market, 2022 saw solid providers like Swissport. The trend supports our
GDP growth. With lower energy prices easing the growth and continues to be a positive driver of
strain on household budgets while business and con­ Swissport’s global expansion.
sumer sentiment recover, the global economic
activity spiked and demand for air travel returned. Swissport’s expansion into the Middle East in 2017,
The medium-term outlook remains positive for following the opening of the market for inter­
Swissport. national aviation service companies, was one such
venture. Our successful greenfield market entries
in Saudi Arabia and Oman took time to gain a foot­
ROBUST SECTOR GROWTH hold, but have recently developed very favorably
with steadily growing numbers of international and
Historically, passenger and air cargo volumes have domestic airlines joining our customer portfolio.
been outperforming global GDP growth by over
50 percent. Despite a still challenging overall eco­
nomic environment, aviation returned to attractive OUTSOURCING
growth rates and even surpassed 2019 pre-­
pandemic levels during peak travel periods. There Outsourcing of ground services and cargo handling
was significant catch-up demand. by airlines has led to an expansion of the freely
accessible handling market to an estimated 43
Based on a Roland Berger industry report and percent of the total market. Estimates indicate
other analyses, we continue to expect a com­ an average savings potential from outsourcing
pound annual growth rate (CAGR) in excess of 15 between 10 and 25 percent. In the current market
percent for ground handling between 2020 and environment, airlines increasingly focus on their
2025. This unusually high growth rate is largely core business, and many turn to Swissport when
due to pent-up demand. For air cargo handling, outsourcing ground services. We aim to provide
which was already above pre-pandemic levels in best-in-class value for money by delivering reliable,
2021, we expect a CAGR of slightly above six safe, and globally consistent operations – for
­percent for the same period. ­low-cost carriers and network airlines alike.

Industry estimates predict a potential doubling of In July 2022, Swissport started serving ITA Airways
global aircraft numbers between 2015 and 2035. at their home base in Rome-Fiumicino – Italy’s
At Swissport, we expect the global aviation services busiest airport – and has since expanded to Milan
sector to grow at least in line with this longer-­ Linate. With Rome, we added another major hub
Company Report 2022

GROUND HANDLING
GROWTH FORECAST 1 2020–2025

16.2%
AIR CARGO HANDLING
GROWTH FORECAST 1 2020–2025

6.3%
AVERAGE SAVINGS BY AIRLINES
FROM OUTSOURCING SERVICES

10–25%
OUTSOURCED AVIATION
HANDLING MARKET

43%
airport to Swissport’s growing portfolio of hub and Since 2021, we have also been present with our
home base operations. Rome also solidified our Aspire Lounges brand at airports in Australia.
position as the go-to partner for network airlines Swissport currently operates one Aspire Lounge
looking to outsource ground services even at their in Perth, two lounges under its “The House by
home base. Aspire” brand in Sydney and Melbourne, and one
lounge under the Aspire brand in Brisbane.

GROWTH POTENTIAL IN ASIA-PACIFIC We also opened the very first Aspire Lounge in
Asia at Narita International Airport in October.
Asia-Pacific was the last region to see Covid-related
travel restrictions lifted. In the medium and long
term, we expect Asia-Pacific to return to its high, INDUSTRY CONSOLIDATION
pre-pandemic growth rates. With our leading
­position in Australia and New Zealand and strong With the top three players accounting for less than
footholds in Japan and Korea, Swissport is well 40 percent of the global, accessible market by
positioned to exploit this potential. revenue, there is still ample potential for consoli-
dation. Since its foundation in 1996, Swissport
Leveraging our businesses in Australia and New has been a driver of the global consolidation, with
Zealand as a platform for growth, we plan to also its latest strategic takeover being the acquisition
expand our cargo business in the greater Asia- of the ground handling business of former Italian
­Pacific region. The opening of our air cargo center carrier Alitalia at Rome-Fiumicino Airport in 2022.
in Sydney in August 2023 was the first of such In 2018, Swissport concluded a large-scale trans­
Swissport facilities in Australia. A second cargo action to acquire Australian ground handler Aerocare.
center in Melbourne is also nearing completion.
Furthermore, we want to enter the cargo market
with additional facilities in Brisbane and in Auckland,
New Zealand.

Source: Albatross, Boeing, DKMA, IATA, ICAO, IMF, Roland Berger, 1 Compound annual growth rate (CAGR)
Transport Intelligence, and interviews
22 SWISSPORT AT A GLANCE Swissport International AG

FOCUS: HUB AND LARGE BASE OPERATIONS

EXPERTS FOR COMPLEX OUTSOURCING PROJECTS
When airlines decide to outsource, they look for reliable and trustworthy
partners. For best-in-class ground services, many turn to Swissport,
especially for complex hub and large base operations. By leveraging
Swissport’s expertise and economies of scale, airlines can support
their growth, and we can grow with them – worldwide.

MORE AIRLINES TURN TO FROM A SINGLE SERVICE TO FULL

HUB OUTSOURCING HUB OPERATIONS

■ Swiss International Air Lines at their home At 292 airports on six continents, Swissport offers
base in Zurich with integrated hub handling a wide range of aviation services. Airlines looking
since its founding in 2001 to outsource their ground operations can rely on
■ easyJet at several large bases across Europe us, whether for a single service or for full hub out-
for many years sourcing, including Operations Control Center
(OCC) services. By providing airlines with stable
■ Qantas for domestic flights at their Sydney ground operations of consistent quality, we
and Melbourne hubs contribute value to their core service delivery, and
■ Azul Airlines and GOL in Brazil for ramp help them provide a positive travel experience to
handling at their Viracopos hub their passengers.
Company Report 2022

Ryanair and TUI easyJet

Manchester and Ryanair
Berlin

OUR HUB AND LARGE

BASE OPERATIONS Lufthansa
easyJet
IN EUROPE Munich
Basel
SWISS SWISS
and easyJet Zurich
Geneva

ITA Airways
Rome

as of December 2022

PASSENGER RAMP FUELING

SERVICES HANDLING

CARGO LOUNGE EXECUTIVE

HANDLING HOSPITALITY AVIATION

Amazon – Houston, Denver, Atlanta, Chicago

Azul Linhas Aéreas Brasileiras – Viracopos, Belo Horizonte, Rio de Janeiro

easyJet – Berlin, Basel, Geneva

GOL – São Paulo, Brasília, Rio de Janeiro

ITA Airways – Rome

Lufthansa – Munich (regional fleet)

Qantas – Sydney, Melbourne

Ryanair – Manchester, Berlin

Salam Air – Muscat

Swiss International Air Lines – Zurich

Swiss International Air Lines – Geneva

TUI – Manchester

United Airlines – Newark, San Francisco, Los Angeles, Washington Dulles

Volaris – Mexico City, Cancun

As of December 2022
24 SWISSPORT AT A GLANCE Swissport International AG

FOCUS: HUB AND LARGE BASE OPERATIONS

INTERVIEW WITH BRUNO STEFANI
Bruno Stefani, regional CEO for Switzerland, Germany, Austria, Italy &
France, talks about Swissport’s expertise in managing complex hub
and home base operations. In July 2022, Bruno and his team added
Italy’s Rome-Fiumicino hub to Swissport’s global network.

How did Swissport become what you call

“a hub expert”?
At the risk of sounding trite: hubs are very much
part of Swissport’s DNA. Why do I say this?
The company was first incorporated in 1996, at
the time as a service subsidiary of the former
­Swissair. Ever since, Swissport has been managing
a significant part of the ground operations at
the Zurich hub. Today, the company operates hubs
and large bases for more than a dozen carriers
across the Americas, Europe, and Australia. The
scope includes ground services and air cargo
handling.

What distinguishes Swissport as an expert for

hub and large base operations?
There are a number of challenges and success
drivers specific to hub operations. Hubs are tightly
clocked systems of arriving and departing flights.
It is highly sensitive to delays. Typically, you will find
optimized connection times of just 35 to 55 minutes
for passengers and bags. At any hub, the airport,
the hub airline, and the ground service company
must collaborate closely to make it work.

Swissport has more than 20 years of experience in end of a competitive bidding process, Swissport
hub management. This sets us apart from our was awarded the ground handling business of
competitors. And the complexity we manage in Alitalia at Rome’s Fiumicino Airport, Italy’s largest
our hubs provides us with insights and expertise hub. In July 2022, just before the peak travel
that also make Swissport more competitive and season, we successfully started operations in Rome.
efficient outside of major hub airports.
Since the start of operations in Rome, how have
In 2022, Swissport acquired the ground handling things been going?
business of Italy’s former flag carrier Alitalia, The start went extremely well. We were in the
giving it direct access to the Italian market. How comfortable position to be able to count on a very
did this all come about? experienced team. Following the acquisition, we
Following the market exit of Italy’s Alitalia and the added over 1,600 employees to the Swissport family.
foundation of ITA Airways as Italy’s new hub Everyone was highly motivated. In the first days,
carrier, the ground operations of Alitalia were up we reached a punctuality rate of over 95 percent.
for sale. This presented Swissport with a unique Our customer ITA Airways recognized an immediate
opportunity to enter the Italian market. At the service improvement.
Company Report 2022 SWISSPORT AT A GLANCE 25

In October, just 12 weeks after we started up in I am sure that working for the global market
Rome, we also kicked off operations at Milan’s leaders will bring plenty of exciting opportunities
Linate Airport and welcomed an additional hundred for them.
former Alitalia employees. It’s exciting to see
everyone onboard, contributing to a culture of And as to our future plans in Italy, there are
continuous improvement and growth. plenty of interesting airports: Pisa, Cagliari, Venice,
Florence, the list goes on. Having our foot in
Surely there must have been some challenges Rome and Milan is an ideal platform for growth.
along the way, too.
Indeed. The acquisition was a great opportunity, What are you most excited about?
but also a very complex exercise. Italy is a heavily One of the things that really excites me is the pros­
unionized country, and we had negotiations with pect of showing stakeholders and our local and
five different unions. Not least thanks to the international customers Swissport’s potential to
support we received from former Alitalia mana­ be the leading ground handling provider across
gers – and of course the local insights of Marina all of Italy. Jointly with our Italian staff, we will build
Bottelli, our Managing Director Italy – we were a partner of choice that delivers exceptional
ultimately able to reach an agreement. service and best-in-class value for money. Addi-
tionally, we are also looking into expanding beyond
Our negotiations were long and demanding, but in ground services. Swissport also operates a large
the end, we were able to reach a win-win situation. air cargo business with a global presence, dozens
With that said, we learned a lot from this experience. of fueling operations, as well as complementary
It is an integral part of the toolkit for successive aviation services. There is a lot in store.
start-up opportunities which may present them-
selves. What we have learnt from our negotiations
in Rome will help us make future integrations easier
and more aligned.

How do you see Swissport’s operations in

Italy evolving?
My expectations are high. When we took over the
ground handling operations from Alitalia, we
welcomed new colleagues who were looking back
at years of uncertainty. During the handover,
I was very impressed by the expertise they had, and
this helped us overcome a very challenging and
unprecedented summer travel season. Passengers
flocked to the airports in greater numbers than
anyone had expected even just a few months earlier.
I hope that our Italian Swissport colleagues will
find the job satisfaction they seek and appreciate
the fresh perspectives and opportunities in store.
26 SWISSPORT AT A GLANCE Swissport International AG

FOCUS: HUB AND LARGE BASE OPERATIONS

CASE STUDY ROME-FIUMICINO, ITALY
Italy’s ITA Airways is one among a growing number of airlines to turn to
Swissport for the outsourcing of ground services even at their home
bases. And their ground operation at Rome-Fiumicino is a demonstration
of a core competency of Swissport: expertise in managing large hubs.

As demand for air travel rebounds following two Italy officially commenced operations as planned.
years of the pandemic, the market is changing Even during the first few days of the new operation,
structurally, and new opportunities arise. Airlines punctuality was above 95.6 percent.
are resuming flight operations, attempting to
rapidly return to pre-pandemic-level flight schedules While we offer bespoke packages, and sometimes
and grow their flight networks. Swissport, as the just a single service, Swissport is fully capable of
global market leader, is very well positioned to help establishing start-up operations and delivering
them quickly ramp up their operations. best-in-class hub management from day one.

One of Swissport’s strategic goals is an accelerated

expansion of our global presence through targeted OUTSOURCING EXPERTISE
investments in new markets. This includes core
markets like Europe, the US, and Canada and emerg­ Swissport offers the industry’s broadest aviation
ing high-growth markets in Africa, Asia-Pacific, service portfolio, and with a presence at 292
and Latin America. The market entry in Italy lever- airports worldwide, airlines find the most extensive
ages our European presence, strengthens our global network when they turn to Swissport. We
leadership, and delivers to that goal. are where our customers are, and we grow with
them. What started out as ground handling
services at the Zurich hub for Switzerland’s former
TAKEOVER OF ALITALIA GROUND flag carrier Swissair in the 1990s has evolved into
HANDLING: AN M&A CHALLENGE one of Swissport’s key USPs: expertise in complex
hub and large base operations.
The founding of ITA Airways, Italy’s new flag carrier
following the market exit of Alitalia, has presented Swissport has been providing hub operations for
Swissport with a strategic opportunity to take over leading international carriers around the world,
the ground handling business of Alitalia under including Swiss International Air Lines in Zurich,
special administration at Rome-Fiumicino Airport. German flag carrier Lufthansa in Munich, Qantas
After being awarded the former Alitalia business, in Sydney and Melbourne, and Azul Linhas Aéreas
Swissport began preparations for the smooth Brasileiras at São Paulo’s Viracopos-Campinas
transfer of operations. Airport among others. An increasing number of
airlines are choosing Swissport as their preferred
The takeover of Alitalia’s ground handling operations partner to outsource their ground handling opera-
was a complex and large-scale M&A project. tions. They see that we are trustworthy experts
Apart from the close collaboration with the com- in servicing their passengers and handling their
missioner in charge of Alitalia’s governance and expensive aircraft and even the most sensitive
extraordinary administration, Swissport actively cargo shipments. On top of the best-in-class service
engaged in a constructive dialogue with several quality, our airline customers benefit from a cost
Italian trade unions, which resulted in a mutual advantage: Swissport’s ability to tap into economies
agreement and the onboarding of initially 1,600 of scale directly translates to efficiency and,
former Alitalia employees by Swissport. The exper­ ultimately, lower costs for our customers. Service
tise of the new Italian Swissport colleagues was agents, for example, are able to move between
exemplary and on Tuesday, 14 July 2022 Swissport departure gates and can serve multiple airlines in
short sequence, leaving little idle time, creating
an efficiency and cost synergy that airlines are not
able to achieve on their own. We bring them the PUNCTUALITY
best value for money at the quality level they seek
and source from us. Since the very beginning of our opera­
tions in Rome-Fiumicino, Swissport
has achieved above-average punctuality
FURTHER EXPANSION and reliability levels.

Rome is the 11th biggest airport in Europe, and 95.6%

approximately 44 million passengers annually after the first four days
passed through it before the pandemic. At the (15-minutes-delay level)
start of operations, Swissport’s market share
in Rome stood at 45 percent. Since the go-live in 97.5%
Rome, we have been playing a big part in support- after the first eight weeks
ing ITA Airways and other customer airlines’ (15-minutes-delay level)
domestic and international flights.
93.2%
In 2022, Swissport in Italy operated 23,407 flights after the first eight weeks
at Rome-Fiumicino Airport. The successful start-up (0-minute-delay level)
in the Italian capital is the stepping stone for
our planned further expansion in Italy. Swissport’s
above-satisfactory performance at Fiumicino
already paved the way for adding Alitalia’s ground
handling business at Linate – Milan’s city airport –
in October. Our plan includes expanding to air-
ports across the country and entering into Italian
air cargo handling.
OBJECTIVES &
STRATEGY
2
30 OBJECTIVES & STRATEGY Swissport International AG

All our actions have a clear

purpose. We make it happen.
From landing to take-off.
We contribute to steady
operations of our airline
customers and help them
deliver a positive experience
to their passengers.
Company Report 2022 OBJECTIVES & STRATEGY 31

OUR CORPORATE VALUES

Our corporate values guide us on how to act to deliver value. They
are what our people in every role across the entire company should
consider when making decisions. Our values are the absolute core of
our culture: they help shape our business, cement our commitment
to measuring our impact, and capture who Swissport’s people are.

SHOW YOU CARE

Our actions are perceived and valued from the

perspective of the people around us. So whatever
we do, we do it purposefully and consciously,
taking in the perspective of our colleagues,
customers, and passengers.

Whenever you must choose,

We make it happen. From landing to take-off.
choose to show that you care.

DO THE RIGHT THINGS

We do the things that are valuable to our

colleagues, customers, and passengers. We are
trained to do this safely and trusted to do the
right thing in any given situation.

Whenever you must choose,

choose to do the right things.
We make it happen. From landing to take-off.

WIN AS A TEAM

Either we win as a team, or we fall as individuals.

Together, we can surpass ourselves and handle
any situation.

Whenever you must choose,

choose for the best of the team.
We make it happen. From landing to take-off.
32 OBJECTIVES & STRATEGY Swissport International AG

OUR CORPORATE STRATEGY

ANCHORED IN A RESILIENT BUSINESS MODEL
Swissport is the global market leader in airport ground services
and air cargo handling based on revenue and the number of
airports served. Airlines can choose from a broad offering of
aviation services that includes industry-leading hub and major
base operations.
Company Report 2022 OBJECTIVES & STRATEGY 33

Swissport’s service portfolio comprises airport AIRPORT GROUND SERVICES

ground services and air cargo handling, including
mission-critical services like de-icing, load control Swissport offers its customers ramp handling and
services, and fueling, as well as adjacent services passenger services. Ramp handling includes bag-
like airport lounge hospitality and executive aviation. gage services, turnaround coordination, moving of
The industry’s most complete offering makes aircraft, and other specialized, mission-critical
Swissport a one-stop shop for airlines. services such as de-icing, into-plane fueling, and
the operation of entire fuel farms. Swissport also
Beyond being a trustworthy outsourcing partner, offers load control services, which the company
Swissport increasingly plays an integral part in has centralized in two dedicated load control
the differentiation and service delivery of airlines offices in Casablanca and Nairobi.
vis-à-vis their passengers. The company works
closely with its customer airlines, for example in de- On the passenger front, Swissport provides ticket­
livering service excellence training. ing; check-in, gate, and security services; as well
as adjacent services like lounge hospitality and
Airport ground services and air cargo handling executive aviation.
complement each other perfectly. They function
as a natural hedge. While the more cyclical cargo Our airline customers can freely combine the ser-
handling yields higher margins at the cost of a vices they wish to source, ranging from a single
steeper risk profile – due to often longer-term service to a full hub outsourcing. In 2022, Swissport
lease agreements for cargo warehouses – airport performed 1.7 million aircraft turns (2021: 1.0 million)
ground services add stability to the revenue stream and served some 186 million airline passengers
over the economic cycle and is a very flexible (2021: 97 million).
business. In a market downturn, it is easy to relocate,
sell, or decommission equipment like pushback
tractors or to adapt the workforce to the required AIR CARGO HANDLING
headcount.
With some 4.8 million tons of cargo handled,
Swissport has over 850 customers worldwide, Swissport is one of the global market leaders in
including hub airlines, low-cost carriers, regional this business segment as well. By the end of 2022,
carriers, airports, and freight forwarders. The the company was operating 117 air cargo centers,
company works closely with its customers and providing airlines with a range of services for
partners and supports integrated investments ­general freight, mail, and documents, as well as
in the digital airport ecosystems. The top 10 account specialist shipments, such as express services
for some 30 percent of our Group revenue, and and pharmaceuticals.
even our largest customer contributes just a single-
digit percentage revenue share. With operations At the end of 2022, sixteen of Swissport’s air cargo
across a broad spectrum of countries including centers were certified by the IATA Center of Excel-
mature markets and emerging markets in Eastern lence for Independent Validators in Pharmaceutical
Europe, Africa, Asia, and the Middle East, Swissport Logistics (CEIV Pharma), by the British MHRA
is well diversified. (Medicines and Healthcare products Regulatory
Agency), or other recognized industry associations.
34 OBJECTIVES & STRATEGY Swissport International AG

OUR COMMERCIAL AMBITIONS

At Swissport, we are committed to sustainable value creation.
We cater to performance-oriented customers and offer them the
best services available. Our strategic focus lies on scalable markets
as well as scalable hubs and other high-growth airports – in both
passenger and cargo services.

We aspire to grow ahead of the market and are STRENGTHENING LEADERSHIP

combining organic growth with selective acqui­ AND GROWING PROFITABLY IN
sitions and greenfield developments. Large M&A CORE MARKETS
projects are complemented by smaller bolt-on
­acquisitions and joint-venture partnerships. Organic The Covid-19 years aside, Swissport has continuously
growth comes with business expansions by airline expanded its global footprint since its founding in
customers or by diversifying our own service port­ 1996. We continue to leverage our existing global
folio. Customer loyalty also plays a key role for network and our service portfolio and exploit new
supporting growth. Our partnerships with our 10 opportunities. The company’s latest strategic ex­
largest customers all date back either over 10 years pansion was the acquisition of the ground handling
or since the airline’s inception. business of former Italian carrier Alitalia at
Rome-Fiumicino Airport in 2022, which also qualifies
Large incremental growth opportunities typically as one of our largest and most successful airline
present themselves when airlines decide to out- ­outsourcing projects.
source parts or all their ground services or cargo
handling. The outsourcing of ground services by In 2018, Swissport concluded a transaction to
airlines is an industry trend that is leading to acquire Australian ground handler Aerocare and
disproportionate growth in demand for aviation ­expanded its presence to Australia and New Zea-
service providers. We expect to see this trend land. It has since been offering its services on six
­accelerate even further. continents. By the end of 2022, Swissport was
active at 292 airports in 45 countries.
While we strive to develop trust-based global
partnerships with our core customers, individual We are also driving our expansion by entering into
contracts typically have a local scope. This ad­ framework agreements with existing clients.
ditionally helps stabilize Swissport’s long-term Such agreements contain terms and conditions for
development, as the commercial impact of contract ground services or cargo handling, allowing existing
wins or losses is initially a purely local matter. clients to better plan their expansion to new
locations – provided that Swissport already offers
its services there and has infrastructure in place.
Such agreements actively support our core-market
growth beyond passive growth, which occurs
when clients expand their business.

In addition to realizing profitable growth in core

markets, we intend to expand our presence in the
fast-growing Asia-Pacific region and other emerging
markets. In combination with our operations in
Japan and Korea, our presence in Australia and
New Zealand provides an ideal platform here.
Company Report 2022 OBJECTIVES & STRATEGY 35

EXPANSION IN EMERGING MARKETS

In aviation services, deregulation is a key driver of

the global market volume expansion. We expect
new opportunities for market entries to arise from
the deregulation in emerging markets. We want
to exploit economically viable opportunities when
markets open to competition.

OUR LEVERS OF GROWTH When we consider market entries, whether through

greenfield developments or an acquisition, we
maintain a disciplined approach based on commer-
cial rationale and the benefit/risk profile. To this
end, we will also continue to focus on further de-
ORGANIC veloping existing emerging-markets projects –
CUSTOMER AND both by winning new business and by growing our
SERVICE LINE contract volumes with existing clients.
GROWTH
Where required by local legislation or deemed
beneficial from a business perspective, we seek to
expand our activities through joint ventures. Such
partnerships can also be an effective vehicle for
entering new markets from a risk perspective.
LARGE One example was our market entry in Oman, which
OUTSOURCING we realized with a local joint venture partner, the
PROJECTS Al Jarwani Group. In just a couple of years, our
Omani venture has developed from a greenfield
start-up into an established business.

Since its inception, Swissport Saudi Arabia has

been adding prominent brands to its rapidly growing
customer portfolio, which today include Etihad,
SELECTIVE flydubai, IndiGo, KLM, Manasik Aviation, Pakistan
ACQUISITION International Airlines, SMSA Express, and many
ACTIVITY more. In Oman, Air France, Edelweiss, flydubai,
Gulf Air, Pegasus Airlines, and the home base
airline Salam Air are some of the big-name cus-
tomers that have decided to develop their business
with us. Onboarding renowned customers helps
us consolidate our position as a high-quality service
provider on the Arabian Peninsula and forms a
GREENFIELD solid base for future growth. We also note that
DEVELOPMENTS many customers utilize our services across our
operations in Oman and Saudi Arabia, creating
operational synergies.

In emerging markets, too, we capitalize on the

trend of airlines outsourcing ground services and
cargo handling. Our business development team
continuously analyzes opportunities in Eastern
Europe, Africa, Latin America, the Middle East,
and Asia-Pacific.
36 OBJECTIVES & STRATEGY Swissport International AG

OUR VALUE PROPOSITION

HELPING AIRLINES DELIVER ON THEIR PROMISE
By delivering steady ground operations for airlines, Swissport
helps them bring a positive experience to their customers.
Consistent service delivery and safe operations are our priorities.

1
FULL RANGE
OF AVIATION
SERVICES

6 2
GLOBAL OPERATIONAL
CONSISTENCY EXCELLENCE

SUSTAINABLE
VALUE
CREATION

5 3
CUSTOMER HEALTH &
CENTRICITY SAFETY
LEADERSHIP

4
BEST VALUE
FOR MONEY

PEOPLE,
INNOVATION GLOBAL
TRAINING &
LEADERSHIP IT SYSTEMS
DEVELOPMENT
Company Report 2022 OBJECTIVES & STRATEGY 37

THE SWISSPORT FORMULA

The Swissport Formula is built around a set of

global principles, our standard operating model,
and a comprehensive training curriculum. It helps
Swissport in creating a sustainable competitive
advantage and in executing its corporate strategy.

Our aspirations are the same around the globe.

Based on innovation, engagement, and reliability,
we deliver high-quality, tailor-made solutions to Watch our video to learn more
meet the expectations of our clients. about the Swissport Formula
 1
38 OBJECTIVES & STRATEGY Swissport International AG

FULL RANGE OF AVIATION SERVICES

MEETING INDIVIDUAL CUSTOMER NEEDS
Swissport’s service portfolio ranges from passenger services and
lounge hospitality to ramp handling and cargo handling. When airlines
decide to outsource ground services to focus on their core business,
many turn to Swissport, also increasingly for complex hub and large
base operations.

For best-in-class ground services, many airlines Ancillary businesses such as lounge hospitality,
turn to Swissport. We offer them flexible degrees executive aviation, and load control complement
of vertical outsourcing, ranging from selected Swissport’s core service offering. Combined with
passenger services to ramp handling and air cargo our global presence, our broad service offering
handling, or even hub outsourcing and home base allows us to offer customers best-in-class services
operations. Partnerships are flexible over time and at competitive prices. We achieve economies of
also geographically. Our global presence combined scale and synergies that are unreachable for airlines.
with a broad service offering yields significant Check-in and gate agents, for example, efficiently
service and cost advantages, ensuring our customers move between departure gates of several airlines
always get the best value for money. and serve multiple flights in short sequence. This
brings down unit costs.

AIRPORT GROUND SERVICES Customer-centricity is at the core of everything

we do. At Swissport, we seek long-term partner­
In 2022, Swissport served some 186 million airline ships with customers, which enables us to jointly
passengers (2021: 97 million) and handled 3.3 move from providing selected services to service
million flights (2021: 2.0 million). This corresponds packages, to managing complex hub operations.
to approximately six passengers per second on a We have successfully established such deeply
24-hour average and one aircraft turnaround integrated, long-term partnerships with a growing
completed (arrival/departure) every 19 seconds. number of leading airlines in Europe and around
the world.
Airport ground services accounted for approximately
62 percent of Swissport’s 2022 Group revenue,
down from the long-term share of roughly 80 RAMP HANDLING PASSENGER SERVICES
percent. Due to the impact of the Covid-19 pandemic ■ Baggage services ■ Check-in and gate
on global passenger traffic, the share of ground
services had fallen to less than 70 percent of Group
■  urnaround
T ■ Passenger mobility
revenue in 2021. coordination ■ Security services
■ Moving of aircraft ■ Lost & found
■ De-icing ■ Lounge hospitality
■ Fueling ■ Executive aviation
■ Central load control
■ Aircraft cleaning
 39

“Zurich was Swissport’s

very first full-suite hub
operation. It serves
as a model for many
cooperations.”
Marco Boetschi – Station Manager
Swissport Zurich

AIR CARGO HANDLING The company has invested heavily in the digitali­
zation of its air cargo handling business and was
In 2022, Swissport’s cargo segment handled 4.8 recently recognized as a Best Digital Transformation
million metric tons of air cargo (2021: 5.1 million). 2022 company by German data specialist Statista
The air cargo business traditionally accounts for and leading Swiss financial publication “Finanz
roughly 20 percent of our Group revenue. In 2022, und Wirtschaft.” Innovations such as our Cargo
air cargo accounted for a 27 percent share in App, automated guided vehicles, Speedcargo
Swissport’s group revenue after a peak of 37 percent artificial intelligence, kiosks, door management
in the course of 2021, which was due to the systems, slot booking, and Bluetooth ULD tracking
Covid-19-related slump in the passenger business give Swissport an edge to handle air cargo
of our airline customers and a record-strong efficiently and intelligently.
demand for air cargo.
Swissport has also been connecting several of
Despite the challenges posed by the post-pandemic these systems with a variety of airport community
surge in travel demand that characterized much systems, for example in Amsterdam, Brussels,
of 2022, Swissport delivered a solid business per­ Liège, Frankfurt, and Johannesburg, just to name
formance for the year, in part thanks to its cargo a few. This allows forwarders to use the cargo
business. With its world-leading air cargo logistics, community system across all handling agents.
Swissport was able to contribute to the protection
of global supply chains throughout the pandemic
and beyond as countries started to emerge from SERVICES
their locked-down economies. ■ General and special cargo handling

At the end of 2022, Swissport operated 117 air

■  emperature-controlled handling
T
cargo centers at airports around the world (2021: such as pharmaceuticals
119). 16 Swissport Pharma Centers are certified ■ Hub handling
under the CEIV Pharma standard, by the British ■ Express services
MHRA (Medicines and Healthcare products
Regulatory Agency), or by other recognized industry
■ Forwarder handling
associations. We continue to actively develop
our cargo network through acquisitions and
organic growth.
40 OBJECTIVES & STRATEGY Swissport International AG

OPERATIONAL EXCELLENCE
SUPPORTING STABLE FLIGHT SCHEDULES
Tens of thousands of dedicated Swissport employees around the world
are fully committed to meeting our customers’ highest expectations –
day in and day out. We support airlines with best-in-class, reliable, and
consistent ground operations. Above all stands the health and safety
of our own people and that of our partners.
2
Company Report 2022 OBJECTIVES & STRATEGY 41

Our relentless focus on continuous improvement To provide this group of leaders with the best
and innovation supports us in bringing to life our possible support, a Station Manager Manual was
commitment to operational excellence, both designed as a central resource to help them in
regarding process efficiency and the quality of our their day-to-day management of the local business
service delivery. In 2022 a dried-up labor market and with medium- and long-term development.
presented us with unprecedented challenges on The manual was launched along with the tailored
the staffing front. In the spring of 2022, we training and development program introduced
therefore launched a large-scale recruitment by the Director of Global Operations during a
campaign, including our first-ever targeted social roadshow at multiple locations around the world.
media campaign, to be ready to support more The training curriculum includes videos and case
than 850 airline customers in ramping up operations studies that focus on knowledge building, skill
in the post-Covid travel market. In total the enhancement, and best practices for effective
company created around 18,000 new jobs. These leadership. Both the standards and the training
were primarily frontline positions in passenger are important initiatives in our ongoing efforts
services (check-in, gate) and ramp handling to transform our business.
(aircraft movements/towing, baggage handling).
In addition, we continued to invest in staff By the end of 2022, Swissport station managers
training in pursuit of providing the best-possible had a common understanding of the expected
quality of service to our customers and their global Swissport standards with regard to deliv­
passengers. ering consistent customer-focused operational
excellence.

A FOCUS ON LOCAL MANAGERS

PERFORMANCE SCORECARD
One focus at Swissport was to define a clear
vision of operational excellence and to determine In conjunction with the Station Manager Manual,
the structure and staffing needs required to Swissport developed and introduced a new assess­
enable the business to achieve this vision. What ment and leadership tool called the Performance
processes needed to be in place, and what criteria Scorecard. The Performance Scorecard provides
needed to be met? The vision for operational each site with a visual snapshot with its perform­
excellence was laid out in newly defined rules, and ance against global internal benchmarks, high­
it became clear that profound transformation lighting the most outstanding stations while
was required to bring Swissport teams around the simultaneously identifying sites that show per­
world to the same standards. Thus, a target formance gaps and need additional support.
operating structure was designed in close collab­
oration between central units and headquarters The Scorecard includes eight performance indicator
and operating units in the regions. groups against which every airport team across
the Swissport global network is measured. Of
In parallel with the work on the future setup, particular importance is the Net Promoter Score,
another objective was to enable local management. which consists of a weekly customer survey
Our local leadership team comprises some 400 detailing Swissport’s performance at each location
skilled professionals who steer local operations over the past week. This helps us share best
and assume responsibility for the company’s practices and create awareness of common
onsite processes and service delivery, including challenges.
training, finance, human resources, crisis
management, and customer success.
 3
42 OBJECTIVES & STRATEGY Swissport International AG

HEALTH AND SAFETY LEADERSHIP

ABOVE ALL STANDS OUR SAFETY-FIRST CULTURE
Above everything stands Swissport’s unwavering commitment
to a safety-first culture. It guides us in handling our airline
customers’ aircraft, serving their passengers, and processing
their cargo shipments.

A POSITIVE SAFETY TREND Swissport pursues a “Just Culture” philosophy and

promotes the open reporting of unsafe acts,
Swissport aims to be the recognized global sector conditions, incidents, and accidents. This supports
leader in health and safety. We work relentlessly learning from events and ensures a fair treatment
toward our goal of zero accidents, zero work- of people. While reports can go through team
related injuries, and zero illnesses. While we are leaders, managers, or HR managers, there is the
aware our goals are ambitious, they keep us option to report incidents anonymously via an
focused and drive continuous improvement. independent “SpeakUp” hotline, which was intro­
duced in 2019.
In 2022, the “lost-time injury frequency rate” (LTIFR),
a key performance indicator (KPI) measuring the
number of injuries leading to workplace absences, INDUSTRY STANDARDS
was 1.18 events per 100,000 hours worked. This
is a significant improvement over the 1.24 events Swissport’s own integrated manage­ment system
recorded for 2021. conforms to current industry standards, including
the international quality management norm
ISO 9001:2015, the sector-specific IATA Ground
SAFETY CULTURE AND LEADERSHIP Operations Manual (IGOM), and the IATA Safety
Audit for Ground Operations (ISAGO) standard.
Beyond favorable numbers, we con­tinue to work By aligning with ISAGO and IGOM standards,
on a cultural leadership transformation with we increase standardization across the business
respect to workplace safety. Swissport has a and reduce risk.
dedicated team of experts focusing on quality,
health, safety, and en­vironment (QHSE). However,
QHSE matters must not be delegated. While
the overall accountability rests with the Board of
Directors and Group Management, QHSE
requires the utmost attention by every manager,
every team leader, and every frontline worker.
 OBJECTIVES & STRATEGY 43

“Safety cannot be delegated.

It is everybody’s responsibility to
adhere to safety measures and
to support others in doing so.”
David Anderson – Global Head of QHSE

IMPROVING HEAVY LIFTING: INTRODUCING THE LIFTSUIT

Together with Auxivo, a spin-off of ETH, the Swiss Federal Institute of Technology,
we tested LiftSuit, a wearable exoskeleton that helps prevent musculoskeletal injuries
from baggage handling. After long-term testing at our operations in Basel and
Zurich, the improved version of the LiftSuit was introduced in Cyprus in 2021. Based
on the feedback from our colleagues, Auxivo presented a further updated version
in July 2022 which has undergone final long-term testing at Swissport stations in
Larnaca and Paphos. Following the completion of the long-term testing in March 2023,
the feedback and evaluation results will be assessed for future actions.

In 2021, the testing of the LiftSuit earned our team in Cyprus an award at the Best
Practice Award Competition held by the Cyprus Ministry of Labor. Swissport Cyprus
was also awarded by the EU-OSHA (European Agency for Safety and Health at
Work) with the “Healthy Workplaces Good Practice Award Competition 2021–2022”
for its commitment to employee well-being.
 4
44 OBJECTIVES & STRATEGY Swissport International AG

BEST VALUE FOR MONEY

HELPING AIRLINES DELIVER ON THEIR PROMISE
By delivering steady ground operations for airlines, we contribute value
to their service delivery and help them bring a positive experience to
their customers. State-of-the-art commercial systems make us a reliable
business partner and support us in making the right choices.

At Swissport, we focus on value and performance- drive transformation for higher efficiency. In
oriented customers. From landing to take-off, combination with transparent and fair pricing,
we ensure their success by delivering best value for this allows us to earn the margins required
money in airport ground services and air cargo to invest in our service delivery while securing
handling. appropriate returns on our investments.

We contribute to reliable, on-time operations and 2022 was defined by pent-up air travel demand
help airlines deliver a positive experience to their following the Covid-19 pandemic, which pushed
customers. At Swissport, we understand that it global aviation to its limits. Swissport benefited
requires a continuous effort to fulfill and exceed from the business transformation initiated in
our airline customers’ expectations. This includes a early 2021 under the CORE program name, which
relentless safety focus, creativity and drive in en­ saw the company emerge from the pandemic with
hancing our services, and continuous investments a leaner and more agile structure, well-positioned
in our own operation and service delivery. to exploit post-Covid opportunities.

To achieve our ambitious service goals, we main­

tain a lean cost structure with a light overhead.
We ensure a high productivity of our assets and
Company Report 2022 OBJECTIVES & STRATEGY 45

CENTRALLY GOVERNED, We are also relentlessly working on process and

LOCALLY MANAGED service standardization. In 2022, we rolled out a
Station Management Manual which sets out the
The ambition of the CORE program was to estab­ global standards that we strive to deliver to our
lish a customer-centric, centrally governed, and customers. We are aligning our operational setup
locally managed business which would deliver opera­ to be able to deliver on our customers’ needs. And
tional excellence in a lean and cost-efficient setup. we will continue to strengthen our service delivery
By introducing regional Business Leaders who in ground handling and cargo logistics, making
report directly to the CEO, we combined local sure our customers receive the same standards
market knowledge and customer relations with and service levels globally.
effective and lean central support, enabling
Swissport to deliver consistent, franchise-like We believe that on the basis of trust and long­
services at market-leading value for money. standing partnerships, there is no limit as to what
can be outsourced to capable and responsible
Post-pandemic, our “centrally governed, locally aviation service companies. The growing number
managed” credo enabled us to quickly respond to of airlines choosing to outsource even their hubs
changes in demand. As countries first relaxed or home base operations is testament to this.
customs and immigration rules and then gradually
opened up, we were quick to respond to airlines’
changing needs and support them in ramping up SUSTAINABILITY IN OUR
their operations. The switch from crisis mode VALUE CREATION
to growth mode happened very quickly, and at
Swissport, we were as prepared as we could As the global leader in aviation services, Swissport
be despite staffing challenges across the global is committed to also leading the industry’s drive
aviation sector. toward net-zero carbon emissions by 2050 in collab­
oration with customers and partners. Our sustain­
The leaner structure continues to contribute toward ability agenda is fully aligned with the company’s
a more effective collaboration across countries, mid- and long-term growth plan and business
regions, and functional roles. It also makes us better objectives and will support the company’s strategic
at delivering global solutions for our global airline development.
customers while allowing us to quickly react to
specific local needs. In September 2022, Swissport announced extensive
new goals for the decarbonization of its opera­
tions, waste management and circularity, and diver­
OUTSOURCING – A MATTER OF TRUST sity and inclusion among its people. At Swissport,
sustainability has become a way of doing business.
As more and more airlines both large and small It’s part of our corporate DNA and mirrored in our
decide to focus on their core business and out­ corporate values. “Show You Care,” “Do the Right
source significant parts of their ground operations, Things,” and “Win as a Team” are more than nice
Swissport is making every effort to win and words. Our corporate values guide us all on how
maintain their trust. In addition to a convincing, to act and deliver.
globally consistent service delivery, we have been
investing in building trust through continuous By 2032, we want to reduce our specific CO2
customer dialogue. Customer centricity is at the emissions by at least 42 percent. To achieve this,
core of everything we do. we plan to increase the share of electrically
powered vehicles in our fleet to at least 55 percent
To this point, Swissport has introduced a net over the same period. Another goal is to avoid
promoter score (NPS) program where Swissport waste. By 2025, disposable plastic tableware should
managers at the airport level call their airline be completely eliminated at all airport lounges
peers on a weekly basis to “check the pulse.” It’s a operated by Swissport subsidiary Aspire Lounges
key component in building trust-based client and replaced with recyclable or reusable products.
relations and helps resolve service issues before In cargo handling, Swissport plans to introduce
they become critical. mandatory waste avoidance at all of our roughly
120 air cargo centers by 2027.
46 OBJECTIVES & STRATEGY Swissport International AG

CUSTOMER CENTRICITY
TRUST AND OPEN DIALOGUE ARE KEY
When airlines outsource their ground operations, they entrust us with
mission-critical services. They rely on our skilled people to meet and
exceed their established standards. Mutual trust and open dialogue
are crucial for the success of our partnerships.

OPEN DIALOGUE customer surveys covering topics such as service

quality, client relationships, and perceived
Strong and resilient relationships with key stake­ professionalism of our staff. The survey results
holders are essential in any service business. This serve as a lever for our continuous improvement,
particularly rings true in the aviation services allowing us to focus on aspects that add internal
business. When outsourcing mission-critical services, and external value.
our customers place their success in our hands.
This fills us with a strong sense of responsibility.
In passenger services, Swissport employees are FLEXIBLE COOPERATION MODELS
often the first people the passengers of our cus­
tomers interact with. Swissport currently provides With its broad service portfolio, Swissport offers
a wide range of services for some 850 airlines customers a “one-stop shop.” Airlines can select
and other corporate clients. In 2022, our employees any combination of services, covering specific
served 186 million passengers (2021: 97 million) elements in the service chain or a full outsourcing
in face-to-face interactions, often in collaboration of passenger services, ramp handling, or cargo
with third-party providers. handling. Regardless of the scope of the out­
sourcing, airlines always look for reliable partners.
With so many passenger contacts on behalf of For best-in-class ground services, many turn to
our airline customers, sustainable customer and Swissport, especially for complex hub and large
stakeholder relations are key to our success. We base operations. By leveraging Swissport’s
listen closely to what our customers have to say economies of scale, airlines can support their
and we go the extra mile in trying to satisfy their growth, and we can grow with them – globally.
needs. As a globally operating provider of aviation Our commitment to sustainable stakeholder
services, we ask our customers for their feedback relations helps us build such long-standing
at every airport where we serve them – every week. partnerships for growth.
Our customers can rate our weekly performance
on a scale from 1 to 10. In this way, we always receive Offering the industry’s most complete aviation
immediate feedback on their satisfaction as well service portfolio is one of our key competitive
as potential pain points at short notice and know advantages, and we continue to selectively grow
how our customer relationship is doing at a specific our service offering across our network to provide
airport. The evaluations are part of the weekly an even more complete offering at each of the
meeting of Swissport’s operational leadership almost 300 airports we serve. By signing frame­
team together with the CEO. These NPS-style work agreements, airline customers can secure
“temperature checks” are a real success story at general terms for the delivery of a range of
Swissport since their introduction in early 2021. ground services and cargo handling services that
They are the basis for continuous improvement – apply whenever they expand to new locations
locally, regionally, and globally. where Swissport already offers its services. Such
agreements can reduce the complexity of client
In addition to these weekly check-ins with our relationships and allow for more flexible and swift
customers, Swissport conducts more in-depth service adjustments.
5
Company Report 2022 OBJECTIVES & STRATEGY 47

“With so many passenger contacts on

behalf of our airline clients, mutual
trust and open dialogue are crucial for
positive long-term relationships.”
Andres Diez – Director Global Commercial
48 OBJECTIVES & STRATEGY Swissport International AG

GLOBAL CONSISTENCY
FOR A UNIFORM CUSTOMER EXPERIENCE
Consistency in the delivery of our services is a key success factor for
Swissport. We can only achieve our full potential through rigorous
standardization. The Swissport Formula helps us achieve this.
6
Company Report 2022 OBJECTIVES & STRATEGY 49

Swissport provides aviation services at hundreds tional quality no matter where they contract
of airports on six continents, and our aspirations Swissport to handle their business. In addition to
are the same around the globe. With our commit­ the Station Manager Manual, Swissport has
ment to reliability, dedication, and innovation, developed a new leadership tool to assess perfor­
we strive to provide our customers with consistent, mance in the form of a Performance Scorecard.
high-quality solutions across the network. By measuring airport teams across a range of key
performance indicators, the Scorecard highlights
outstanding performances and identifies sites that
THE WAY WE WORK show performance gaps.

Consistency is key. The Swissport Formula’s At Swissport, we never compromise on health,

principles drive our success and define the global safety, security, or the environment. They are
operational and organizational standards our fundamental principles that we stand for and on
staff complies with. To deliver on these standards, which the Swissport Formula is based. We
we train our employees at the highest level measure our performance against the expec­
and offer attractive career paths and progression. tations of our customers and our own goals.
This is recognized by over 20 airlines, airports, This includes security, service quality, process
or authorities that accept Swissport training efficiency, as well as environmental, commercial,
material as being equal to or of a higher quality and financial aspects. We also strive to con­
than their own. tinuously improve as an employer, a business
partner, and in terms of our cost base.
To deliver operational excellence around the globe,
we introduced global standard operating structures Despite the Swissport Formula being firmly
and strengthened our ability to serve our customers anchored in our corporate DNA and setting the
with a consistent service. This includes the intro­ framework for how we train our people and
duction of a Station Manager Manual, a manage­ deliver services to our customers, maintaining
ment resource developed with input from station consistency in processes and structures demands
managers, regional managers, global operations constant effort. To this point, we put a lot of
teams, QHSE, and Swissport leadership. The effort into our corporate values and the Swissport
primary aim of the manual is to provide clear guide­ Academy projects, which support us in our
lines on delivering world-class service, so that our ambition to deliver best-in-class training and
customers can expect the same level of opera­ maintain a relentless focus on workplace health
and safety.
ENVIRONMENTAL,
SOCIAL & GOVERNANCE
3
52 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

MAKING SUSTAINABILITY HAPPEN

As Swissport’s Head of ESG, Manuel Berger leads the implemen­
tation of the company’s environmental, social, and governance
(ESG) roadmap. With a focus on sustainability as a cornerstone
of the company’s strategy, Manuel lays out Swissport’s ESG
objectives, ambition, and vision.

Tell us a bit about your journey with Swissport and we bear a responsibility to drive a more diverse
your current mandate as Head of ESG. workforce in an industry which has been dominated
I joined Swissport over a year ago and was im­ by men. And third, we bear a responsibility to
pressed to see what was already in place in terms improve governance given our global footprint,
of ESG program and ambition. For example, on working with global and local stakeholders, and
the environmental front, the size of our current being in a unique position to raise the standard to
electric fleet and our commitment to step change the best-in-class level that we see in our global
this in the next 10 years; on social, our healthy network.
obsession about health and safety and always
wanting to do better; and on governance, the This is not a boardroom-only strategy, and we
significant investments and efforts the company truly believe that people are the key to achieving
has accomplished from the board level all the this transformation. Our goal is to involve all our
way to how we operate every day through clear employees in every country where we operate in
and comprehensive policies. Building on this accomplishing our ESG goals. We want our staff
foundation, we have updated our ESG strategy in to support our 10-year decarbonization plan, to
2022 and publicly committed to ambitious targets. adapt to new equipment and new ways of working,
and to promote inclusivity through open dialogue
Now, the responsibility of the ESG team is to fulfill and a reappraisal of workplace equity. We recognize
the path defined and the promises made. We that a lot of small and big behavior and habit
have a portfolio of around 200 initiatives which changes will lead to this new identity for the broader
have been kicked off, completed, or will be com­ Swissport team, and that will position us to make
pleted in the next months and quarters. Some a meaningful impact in the industry and to carve
initiatives, like emission reduction, have a road­ a new future for aviation.
map spanning years. Finally, we ensure that our
ESG strategy remains relevant. To that end, we’ve On the topic of decarbonization, aviation is a hard
anchored our plans to an up-to-date materiality sector to decarbonize. What has Swissport learned
assessment to ensure that we address what has on this journey so far?
the biggest impact. The aviation industry contributes to over two
percent of all global CO2 emissions. We know that
You’re clearly passionate about what you do and we have a responsibility to play our part in reducing
what ESG stands for within Swissport. What are this. Furthermore, our partners, our customers,
Swissport’s ESG ambitions and why have these and our shareholders rightly demand it.
been identified as the most important?
We have a simple statement of intent: accel­ For our business, we have little excuse to not
erating aviation’s transformation, together. From complete this transformation, as the technology
our people on the ground to the people we serve, for our business is mostly available, unlike for
our business has a global and unequaled reach. some of the industry partners like airlines where
With that, and even more so as the largest service powertrains are still predominantly based on
provider in the industry, comes the responsibility conventional fuel for the foreseeable future. That
to play a leading role in the renewal of our industry. is why at Swissport, we are working together on
First, we bear a responsibility to contribute to the our commitment to reduce our CO2 emissions by
decarbonization and transformation of the aviation 42 percent by 2032 and increase electric vehicle
sector at every stage of the value chain. Second, use to at least 55 percent.
Company Report 2022

However, we cannot accomplish these targets in for this target: as of the end of 2022, 35 percent
isolation. Collaboration across stakeholders is of our workforce is female and we have 32 percent
fundamental to becoming more sustainable in of women in our management staff.
aviation. That includes close collaboration with
airlines and airports. Cities and airports, for On the governance front, we show no tolerance
instance, are our main infrastructure and energy for bribery and corruption and have the relevant
provider. Electrification of our fleet can only be measures in place, including annual compliance
successful if we align on the right roadmap for training for all relevant employees. We are also
infrastructure to be in place. If we do this improving on obtaining the right certifications to
exceptionally well, we could significantly outper- ensure we calibrate our approach with the best
form our targets; however, if our stakeholders standards available. Finally, we are focused on our
remain underinvested in a fast transition, we may suppliers in our sustainability journey, having
fall short of these targets. added ESG as a criterion in our procurement policy
and go-to-market and vendor-selection processes.
The scope of ESG is well understood on environ-
ment. What is Swissport doing with social and What are your hopes for the future of ESG at
governance? Swissport?
On social, we place utmost importance on the My hope is for Swissport to be seen as a pioneer
health and safety of our staff. This has been and in transforming the aviation industry into a more
remains the number one priority for Swissport – sustainable one. I firmly believe that as a business,
promoting the safety of all stakeholders in our we have the power to unite the sector and en­
business: employees, passengers, customers, and courage everyone to act, much like our colleagues
their equipment. These efforts are driven by our around the world.
dedicated QHSE team, and we have set a target
around that: reducing our lost-time injuries by Together, we can realize our vision and make a
at least five percent every year until 2027, which positive impact on aviation’s future, ensuring it is
we have successfully achieved in 2022. sustainable for generations to come. If we truly
partner and everyone is all in, we can accelerate
Furthermore, we need to foster a diverse and the pace and beat our targets, leading to a better
inclusive workforce – a key priority for Swissport. planet and community for everyone. Is this not
Our people are our primary asset and ensure the what we all are after?
delivery of operational excellence. Therefore, we
have signed the IATA 25by2025 initiative to push
this industry-wide goal within Swissport and have
set a target of reaching 40 percent of women in
management by 2027. We are currently on track
54 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

OUR COMMITMENT TO ESG

Swissport is committed to sustainability, and ESG is at the core of our strategy.
As the global leader in airport services, we recognize our responsibility in helping to
transform the industry. We believe that sustainability is a key opportunity to make
our business more resilient. Sustainability done well will benefit our stakeholders and
will be a competitive advantage. We have clear ESG ambitions with concrete goals
to ensure we make sustainability happen at Swissport and for the industry.

SWISSPORT’S THREE ESG PILLARS All of this is rooted in our Policy pillar, ensuring
that we have the right playing field in place for
Sustainability is at the heart of our strategy, with our ESG strategy but also for the business overall.
environmental, social, and governance priorities We are committed to full compliance with laws
core to the proposition of Swissport. Given our and regulations as well as human rights, have a
leading role in the airline service industry, serving zero-tolerance policy against bribery and corruption,
292 airports in 45 countries, we are moving at full and protect our data and systems with advanced
speed to deliver against our goals and will ensure information security. We involve our suppliers in our
to inspire our key partners to play their role. ESG commitments.

We have defined our ESG strategy and plan based Our sustainability strategy is grounded on a full
on extensive stakeholder engagement and through materiality assessment. We are also completing a
an assessment of what is material in our lines of double materiality assessment to further align
business. We have brought this strategy to life our strategy to ESG risks and opportunities that
through three central pillars: People (Social), Planet have emerged and will be emerging around us.
(Environmental), and Policy (Governance). Each
pillar corresponds with a component of the ESG
framework. We set an overall ambition as well as OUR ESG GOVERNANCE
targets for each of these areas and are working
relentlessly toward achieving our goals. We have strong governance in place to ensure we
walk the talk on ESG. At the Board level, our
We put People first because we believe that they Safety, Health, and ESG (SHESG) Committee –
are both at the heart of our business but also at chaired by our CEO – reviews on a quarterly basis
the heart of our ESG journey. Without people, there the sufficiency of and the progress against our
is no change. We make a promise to keep our ESG priorities. Our Board of Directors is updated
people safe at work, offer them comprehensive every quarter through the SHESG Committee.
training, provide fair labor practices as well as a
diverse and inclusive working environment, and we The Executive Leadership Team reviews the ESG
give back to the communities around us. program at least quarterly, and makes sure that
the resources are allocated to ensure progress on
We equally play our part in protecting the Planet. our ESG roadmap. At the operational level, we
We defined a 10-year decarbonization plan which have assigned clear responsibilities to drive the
aims to reduce carbon emissions by at least 42 ESG agenda.
percent by 2032, primarily driven by the gradual
electrification of our fleet. In addition, we are
launching a wide range of environmental actions,
including waste and circularity initiatives that
require the support of all our employees.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 55

1 We have strategically appointed sponsors 3 The ESG team is supported by an extended

from the Executive Leadership Team to drive team of subject-matter experts from differ-
our environmental, social, and governance ent functional teams across Swissport.
initiatives. As of 2023, leading the environmental
pillar is Swissport CFO Jourik Hooghe, whose We have also integrated ESG-related risks into our
prior work in sustainability ensures that the overall Enterprise Risk Management and principal
Company’s environmental investments are risks. Our Enterprise Risk Management is updated
properly evaluated and effectively incorpo­ twice per annum, mitigation actions are defined
rated into business planning. Spearheading and monitored, and principal risks and the mitigat-
Swissport’s social and governance pillars is ing actions are reported to our Audit Committee
General Counsel Ilse De Loof. with final approval by the Board of Directors.

2 To drive the ESG strategy, we have established

a dedicated ESG team consisting of a Head
of ESG and a deputy. This team centrally coordi­
nates ESG activities across the organization
and ensures alignment of the roadmap with
the defined ESG strategy.

Board of
Directors

Safety, Health, and

ESG Committee

Swissport Executive
Leadership Team

ESG strategy
Environmental (E) Social & Governance (S&G)
Manuel Berger
Jourik Hooghe Ilse De Loof
Ana-Maria Closca
56 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

STAKEHOLDER ENGAGEMENT

At Swissport, we engage with our key stakeholders

to ensure we have an integrated value-creation
approach based on strong partnerships, allowing us
to win sustainably in the marketplace. We identify
our key stakeholders as those groups that are either
benefiting from or affected by our operations or
who potentially impact these operations.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 57

EXAMPLES OF ENGAGEMENT IN 2022 AND 2023

Our customers Considerations and outcomes

■ 
Prioritizing safety is of utmost importance for
Focus areas both our customers and us. We have a stringent
■ Health & safety Safety First culture, integrating six fundamental
■ Operational excellence safety rules into our operations and continuing
to engage to learn from customers and to explain
■ Decarbonization how safety in case of conflict will take priority
■ Sustainability certification over service.
■ In our commitment to offering our customers
How we engage the finest team and services, we have reinforced
■ 
Weekly customer feedback at our corporate values and enhanced our value
every station proposition to employees.
■ Quarterly reviews with airlines ■  s an increasing number of our customers report
A
■ Selected in-depth workshops on their Scope 3 emissions, we took the initiative
to establish our own emissions baseline in 2022.
We will provide annual updates on our progress
to ensure we contribute our fair share of the data.
■  o maintain transparency about our sustainability
T
efforts and progress, we have subscribed to
EcoVadis, a globally recognized sustainability
rating, offering our customers insights into our
standing in terms of sustainability.

Our airports Considerations and outcomes

■ 
Recognizing the growing emphasis on sustain­
Focus areas ability at the airports we serve, we have made a
■ Sustainability commitment to elevate our environmental and
■ Fleet electrification occupational health standards. To achieve this,
we are implementing ISO 14001 and ISO 45001
standards across our network.
How we engage
■Regular check-ins between
■ In our pursuit of fleet electrification, close collab­
station and airport authorities oration with airports is imperative. To move
forward with this initiative, we have developed
■  op 50 airports approached to
T a comprehensive plan for electrifying our fleet.
align on electrification plans Moreover, we are intensifying our partnerships
with airports to coordinate the implementation
of necessary charging infrastructure.
58 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

Our people Considerations and outcomes

■Recognizing that most of our employees are not
Focus areas accessible via email due to the nature of their
■ Employee engagement roles, we implemented an internal employee
■ Fair labor conditions communications app: One. This innovative tool
enables us to effectively engage with our entire
■ Diversity & inclusion workforce through their mobile devices, ensuring
seamless communication and coordination.
How we engage ■  iven the nature of work of our employees, it
G
■Regular interaction with represen­ is imperative for them to have workplaces and
tatives of our frontline colleagues rest areas which enable them to do their best
(e.g., union representatives) work. To ensure confidence and competence at
■  egular internal communication
R work, we introduced six fundamental rules which
campaigns represent the minimum standards we provide to
■ Internal employee create a positive work environment for all our
communications app employees across the Swissport network, including
firm commitments to fair wages, appealing
■  onitoring of topics arising
M break rooms, and stable shift schedules.
from SpeakUp channel
■  t Swissport, we firmly believe that individuals
A
■ Employee survey (planned) thrive in an environment where they can express
their true selves. With this belief, we have
identified Diversity & Inclusion as one of our key
ESG priorities. Moving forward, we are dedi­
cated to placing a significant focus on this im­
portant topic.

Our suppliers Considerations and outcomes

■To align our sustainability objectives with those of
Focus areas our suppliers, we require their commitment to the
■ Sustainable procurement Supplier Code of Conduct, which mirrors the core
■ Procurement of GSE values of Swissport.
■  iven the lead times on procuring ground support
G
How we engage equipment (GSE), especially concerning electric
■ Regular exchanges
GSE, we are in close contact with our respective
suppliers to ensure the timely delivery of required
■  ontact with key suppliers
C fleet assets.
managed centrally
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 59

Our investors Considerations and outcomes

■ 
We maintain regular communication with our
Focus areas investors, providing them with updates on our
■ 
Operational and financial performance.
performance ■  ustainability is a crucial concern for our
S
■ Sustainable value creation investors. Consequently, we revitalized our ESG
strategy, actively involving our investors in the
How we engage process and placing it into the core of our business.
■Monthly Board meetings
■ Bi-weekly updates
■  uarterly committee meetings
Q
incl. Audit Committee and Safety,
Health & ESG Committee

Our communities Considerations and outcomes

■ 
At many of the airports we operate in, we play a
Focus areas significant role as employers within the local
■ 
Local employment communities. Consequently, we actively support
■ Charitable activities and encourage our employees to initiate and
participate in community-driven initiatives at
the local level.
How we engage
■Direct engagement from
■  uring times of crisis, we stand by our employees
D
station managers and the local communities we serve. For in­
stance, in early 2023, amidst the devastating
■ Local outreach programs earthquake in Turkey and Syria, Swissport
collaborated with recognized aid organizations
and our airline customer, Turkish Airlines, to
manage the transportation of humanitarian cargo.
60 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

MATERIALITY-DRIVEN PRIORITIES conducted eight interviews with two industry

associations from the aviation sector, and six direct
To determine the priority of sustainability issues and indirect customers – including airlines, air-
we need to address, we conducted a full materiality ports, freight forwarders, and a pharmaceutical
assessment in 2020, with a refreshed assessment company. During our ESG refresh in 2022, we con-
focused on our ESG strategy in 2022. The assess- ducted an additional 16 interviews with internal
ments integrated the views of our stakeholders and external stakeholders, including four interviews
and confirmed that our most material issues were with direct customers.
on our people, the planet, and the governance we
provide to – and expect from – our stakeholders. The feedback we received helped us determine the
priorities and now guides our sustainability activities.
The 2020 materiality analysis was split into three Based on the discussions with our stakeholders,
main phases. We conducted a trend analysis in we concluded on 11 material sustainability topics
accordance with multiple standards, including the within the environmental, social, and governance
Standards of the Global Reporting Initiative clusters, and defined their level of priority. The topics
(GRI), the Air Freight & Logistics Standards of the with the highest materiality from our stakeholders’
Sustainability and Accounting Standards Board perspectives were emission reduction through fleet
(SASB) and the Sustainable Aviation Guidance electrification; health and safety; diversity, equity,
Alliance (SAGA). The trend analysis looked at and inclusion; followed by compliance.
industry trends and resulted in a list of 138 sus-
tainability topics. These were subsequently clustered Within the next year, we also plan the completion
to create a concise, mutually exclusive yet exhaus- of a double materiality assessment to ensure our
tive list of 13 potential material sustainability topics. ESG priorities remain up-to-date with expectations
of our stakeholders and the fast-evolving ESG
To validate the results of the trend analysis, we landscape.
actively engaged with stakeholders. This helped us
understand what expectations they had toward
Swissport regarding sustainability. In 2020, we

SO C I A L

Community
outreach

Fair labor Employee

practices learning and
Environmental development
responsibility
in the office Sustainable
TAL

Health & safety supply chain

GOV

Environmental Diversity, equity,

MEN

protection on and inclusion

ERNA

the ground Emission Information

ENV I RON

reduction security
NCE

through fleet Compliance

electrification

Lower materiality Higher materiality Lower materiality

Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 61

OUR AMBITION AND TARGETS

Ambition Targets UN SDG1

People People and their safety are at the ■  educe work-related injuries (LTIs) year on
R
heart of our ESG strategy. We year by 5 percent until 2027
ensure a safe and inclusive work ■  ertify 80 percent of sites with ISO 45001
C
environment for all our employees, by 2024
protecting them from harm and
allowing them to reach their full
■  lign labor practices with the core principles
A
potential no matter who they are. of the UN Global Compact by reporting
In addition, we provide fair labor annually on our progress
practices, offer comprehensive ■  rovide at least three hours of training per
P
training, and give back to commu­ 100 hours worked to our operational staff
nities around us. ■ Increase proportion of women leaders to
40 percent by 2027
■  each 100 stations with regional social
R
outreach programs in health care, charity,
environmental protection, and career
development by 2027

Planet We take our impact on the planet ■  educe Scope 1 and 2 carbon emissions by
R
seriously and play our part in at least 42 percent by 2032
protecting the environment. Our ■ Increase share of e-powered vehicles in the
efforts are aligned with recognized Swissport fleet to 55 percent by 2032
standards such as science-based
targets and we partner with stake­
■  ertify 80 percent of sites with ISO 14001
C
holders across the value chain to by 2024
reach our own goals as well as those ■  liminate plastic tableware from all Aspire
E
of aviation overall. Lounges by 2025

Policy We uphold the highest standards ■ Introduce new corporate values in 2023 to
of integrity, transparency, and strengthen our corporate behavior
accountability in how we conduct ■  omply fully with all required legislation and
C
business and foster a culture of train all relevant employees annually on our
acting ethically. We aspire to con­ compliance program
tinually strengthen our governance
processes, ensure full compliance
■  ertify against ISO 27001 in 2023 and further
C
with legislation, and adhere to core build out our cybersecurity protection
international principles. ■  nsure our suppliers adhere to Swissport’s
E
standards in terms of sustainability and
business conduct

1 Sustainable Development Goal

62 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

PEOPLE AT THE HEART OF OUR BUSINESS

People are the bedrock of all we do at Swissport. They are the key to our success,
enabling us to deliver our high-quality services no matter the circumstances.
Our goal is to build a fully engaged workforce of 60,000 employees who support
each other and are committed to delivering the best service to our customers.
Therefore, Swissport works relentlessly to prioritize employee safety, promote
fair working practices, provide comprehensive training, foster an inclusive
culture, and give back to local communities.

OUR PEOPLE trained thousands of employees, enabling us to

meet the demands of our customers. By the end
In 2022, the aviation industry rebounded from two of 2022, Swissport had approximately 60,000
years of limited flight services due to Covid-19. employees (2021: 44,000). The biggest share of
The substantial surge in demand required a rapid our Swissport staff work in operations (90.5 percent)
global expansion of our workforce within a short and have permanent contracts (88.9 percent).
span to meet the requirements of the summer Of our workforce, 35 percent are women and 65
peak and beyond. We recruited, onboarded, and percent are men.

HEADCOUNT SPLIT 2022

By continent By contract type

6.0%
8.2%
29.8% Permanent 88.9%
8.3% Temporary 11.1%

11.7%

By time worked

36.0%

Africa Europe Full-time 67.6%

Asia North America Part-time 32.4%
Australia South America

By function By gender

Operations 90.5% Female 35.0%

Business support functions 7.1% Male 65.0%
 Local and country management 2.4%
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 63

HEALTH AND SAFETY SAFETY FIRST

At Swissport, ensuring the health and safety of Operating safely is a priority which Swissport does
our employees and aviation collaboration partners not compromise on. To underline this commitment,
is our utmost priority. To achieve this, we adhere every company meeting includes a Safety Moment.
to the highest standards of occupational health and The goal of the Safety Moment is to draw aware­
safety in our daily service delivery. Our global ness to pertinent safety topics as well as to reinforce
standards are in alignment with international in­ our six Safety Commitments.
dustry benchmarks such as the International

1 
Civil Aviation Organization (ICAO), IATA Ground I wear my Personal
Operations Manual (IGOM), IATA Safety Audit Protective Equipment (PPE).
for Ground Operations (ISAGO), and ISO 9001 and

2 
ISO 45001. These standards provide a framework I follow procedures and do
for enhancing quality and delivering services in a only what I am trained to do.
secure, efficient, and sustainable manner. This

3 Iany
commitment ensures that we consistently meet
the high expectations of our customers and am responsible for stopping
other stakeholders. activity I feel is unsafe.

4 Isituation
never walk past an unsafe
without addressing it.

5 I report any incident.

6 Iover
always prioritize safe operation
on-time performance.
64 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

MEASURES AND CONTROL MECHANISMS At the group level, our safety performance is
reviewed monthly by the Global Safety Action
To maintain adherence to these standards and Group (SAG), chaired by our Global Head of
uphold high safety measures across the entire QHSE, and the Global Safety Review Board (SRB),
Swissport network, we have implemented chaired by our CEO. We use live safety performance
appropriate governance and control mechanisms. data accessible company-wide via Power BI to
identify trends and implement necessary action
At individual stations worldwide, we implemented plans. A Global Risk Register which identifies key
an integrated management system. Swissport risks and ensures the effectiveness of mitigations
actively participates in the ISAGO audit program is reviewed quarterly at SRB meetings. In addition,
at selected locations, including at our corporate Swissport employs a documented Management of
head office and at our operations in Zurich, Change (MoC) program, which serves to ensure
Switzerland. ISAGO is an independent assessment that risks associated with company changes are
recognized across the industry and conducted identified and mitigated.
every two years. By introducing the Swissport
Management System, we obtain ISO 9001 and
ISAGO accreditation where it is mandated by
local authorities. Elsewhere, we have a compre­
hensive audit program covering internal, customer,
and regulatory audits. We also apply a mix of SAFETY FIRST ON THE APRON
measures to educate employees on health and
safety issues as well as approved workplace At our locations worldwide, Swissport
procedures. teams regularly conduct FOD – or foreign
object debris – cleanups to ensure a safe
Swissport also operates a robust workplace and clean working environment. Foreign
inspection program, conducting nearly 200,000 object debris includes any items left in a
inspections annually across all our activities. location within the airport that could
Employees are encouraged to report any irregu­ potentially damage equipment or injure
larities or incidents, and positive safety per­ passengers and personnel. We regularly
formance is rewarded. To support the promotion partner with the local airport and wider
of health and safety best practices, regular airport community to search for and
surveys are conducted to gauge employee knowl­ collect debris from the area between the
edge and satisfaction on health and safety topics. taxiway and aircraft runway.
TREND AND TARGETS FOR GREATER SAFETY Lost-time injury frequency rate

We consistently monitor safety performance 2022 1.18

across our organization on a weekly basis and 2021 1.24
integrate it into our performance scorecards. Our
primary indicator for occupational health, the 2020 1.20
lost-time injury frequency rate, or LTIFR, quanti-
fies injuries resulting in work absences. Lost-time injury severity rates

In 2022, our LTIFR stood at 1.18 events per 2022 0.120

100,000 hours worked, marking a notable im- 2021 0.163
provement from the 1.24 events recorded in
2021. Our goal for the end of 2023 is to reduce our 2020 0.156
LTIFR by a minimum of 10 percent compared to
2022 figures. Furthermore, we are committed to
sustaining this trend and are aiming for a reduction
of five percent per annum until at least 2027.

Even with the most rigorous regulations and regular

safety training, we have not yet been able to
eliminate all risks. However, we continue to work
relentlessly toward our zero-accident target. By
addressing any deviations from our agreed-upon
standard procedures, we aim to detect safety
risks at their source, which allows us to implement
remedies before incidents or accidents occur.
66 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

FAIR LABOR PRACTICES 1 Pay a fair wage.

EMPLOYEE VALUE PROPOSITION 2 Allow your team to plan their lives.

AND RED RULES

The bedrock of a strong team lies not only in

3 Create a safe space to recharge.

robust values, but also in uncompromising

standards at the workplace. To understand the 4 Give people reasons to be proud of their job.
needs, characteristics, and wishes of our work­
force, we gathered direct insight through an 5 Ensure competence and confidence.
extensive employee survey engaging more than
80 employees. The input we received heavily
influenced the formulation of our three new core
6 Share the workload.

values: Show You Care, Do the Right Things, and The Red Rules are centrally monitored to prioritize
Win as a Team. Furthermore, the survey played a the well-being and satisfaction of our colleagues.
pivotal role in defining our employee value prop­ They address crucial aspects that are close to the
osition as well as our six Red Rules – minimum hearts of both our frontline and office staff, such
standards for every station which serve as vital as fair wage policies, inviting break rooms, consistent
commitments to our staff. shift schedules, and a focus on fostering con­
fidence and competence at the workplace. Our
Swissport’s Red Rules are a cornerstone for how ultimate objective is to ensure that our colleagues
we further develop our workplace station by are content with their work environment and feel
station, and how we aim to create a positive work like integral members of the Swissport community.
environment for all Swissport staff. At every
station around the world, Swissport managers
abide by the following:
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 67

COMPENSATION AND BENEFITS COLLABORATIVE LABOR RELATIONS

Swissport aims to be the most competitive and By the nature of our business, we are active in a
fair employer in the market. This is reflected in our complex and dynamic operating environment.
compensation strategy. We offer our employees Swissport employs a large, diverse global work-
equal opportunities in terms of recognition and force operating in many countries under a wide
career advancement. Compensation is based on variety of jurisdictions. It is paramount that we
the nature and responsibilities of the role and the meet all legal obligations. With this in mind, we
required skill set, along with the qualifications strive to maintain an open and stable working
and relevant experience an individual brings to their relationship with all our employees and their repre­
specific role. sentative bodies, including workers’ councils and
trade unions.
We pay competitive salaries in line with the re-
spective local market conditions as well as with With currently over 100 active formal collective
our internal compensation structure. We use labor agreements (CLAs) in more than 20 countries,
benchmarking surveys to ensure that the total we have established appropriate framework
target compensation and benefit packages are conditions to enable effective staff representation.
competitive at every level of the organization Our active CLAs currently cover around 65 percent
while respecting internal pay equity. In line with of our global workforce.
Swissport’s compensation strategy, we are com­
mitted to establishing full parity between employees In addition, a European Works Council was estab-
working in comparable positions. For example, in the lished in 2020 to ensure compliance with our
Gender Pay Gap Report 2022/23, Swissport in the obligations for the provision of information and
UK revealed a decrease in the mean gender pay gap consultation on transnational matters, in accor-
to 6.8 percent, down from 7.1 percent in 2020. We dance with the relevant legal requirements within
are working toward further decreasing these gaps. Europe.

Swissport rewards outstanding individual contri- Local and regional leadership teams are responsible
butions to the company’s business performance for maintaining constructive and effective en-
with success-related salary components, which are gagement with employees and their representatives,
reviewed annually. Global guidelines for manage- both through formal consultations with employee
ment compensation are complemented with local representatives and in direct exchange with
incentive systems for our non-managerial em­ employees themselves.
ployees. We regularly assess our employment terms
and conditions as well as local salary packages and
incentive systems to ensure their compliance with
corporate standards and local employment laws.
68

EMPLOYEE PARTICIPATION AND EMPLOYEE LEARNING AND

COMMUNICATION DEVELOPMENT
Ensuring our workforce remains engaged necessi- At Swissport, we consider training and employee
tates consistent communication and information development as vital components for nurturing
sharing throughout the entire organization. Recog­ a skilled workforce, delivering excellent service to
nizing that most of our Swissport employees do our customers, and ensuring the safety of our
not have desk jobs with computer access, we made employees. We invest in training programs across
a strategic investment in a next-generation mobile all organizational levels, aiming to enhance our
solution – the Swissport oneApp – to connect with employees’ qualifications. Emphasizing strict
our staff through their personal mobile devices. adherence to standardized processes and a continu-
ous focus on preventing procedural errors are
The oneApp is designed to meet the diverse needs pivotal in averting incidents and, in the long run,
of Swissport leaders, frontline, and back-office accidents. By effectively reducing such occur­
staff globally. It keeps our teams updated on the rences through comprehensive safety training, we
latest Swissport news and initiatives specific to prioritize the safety of our employees, customers,
their workplace and the broader organization. More­ and the communities around us.
over, the app facilitates connections between
staff and their colleagues and superiors, fostering
a new collaborative approach to working and TRAINING OF OPERATIONAL STAFF
leading at Swissport. Additionally, Swissport
employees can access various work-related infor- Training our operational staff, which comprise
mation and supplementary benefits directly nearly 90 percent of our workforce, is a primary
through the app. focus. On average, our operational employees
receive 3.2 hours of training for every 100 hours
After a successful launch in December 2022 in worked, surpassing our target of three hours.
Germany and Austria, the app is gradually being This consistent achievement was disrupted in 2020
introduced to teams worldwide. We anticipate due to the impact of the Covid-19 pandemic.
that the app will significantly enhance engagement,
ultimately leading to greater employee commit- Our training regimen takes on a modular approach,
ment and retention. which typically encompasses basic training, special­
ized qualifications, and refresher courses. It covers
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 69

essential topics such as human factors, fire pre- Active Leadership Program (ALP): intended to
vention, active supervision, health and safety, develop mid-level managers by reflecting upon
hazardous goods, and security. This comprehen- their abilities in the current business context,
sive training meets all the necessary requirements defining their personal development journeys,
for executing Swissport’s core operational services. and improving their leadership performance.
To ensure seamless monitoring, the completion
of each training unit is recorded in a centralized Station Manager Development Program (SMDP):
global system. Additionally, we are currently developed to increase station manager confidence
striving to make e-learning accessible to all em­ and skills to foster a shared understanding of
ployees. consistent service delivery and safety.

Training hours received per operational All programs are continuously assessed and im-
employee for every 100 hours worked proved based on learners’ evolving needs, and are
designed in English, but translated based on
2022 3.2 hours language needs.
2021 3.4 hours
In 2023–2024, our leadership programs will be
2020 2.4 hours revitalized to develop employee and leadership
bench strength through on-the-job experiences,
practical application, and experiential learning.
LEADERSHIP DEVELOPMENT

Swissport also provides training programs inten-

tionally designed for leadership at all levels, as we
believe that it requires managerial, interpersonal,
as well as functional skills and qualifications. The
leadership development architecture designed in
2022 includes the following programs:

Active Supervision (AS): aimed to improve the

mastering of leadership challenges in daily
operations.

Frontline Leadership Program (FLP): designed to

equip our frontline supervisors and managers with
the knowledge, skills, and abilities to meet em-
ployees’ needs by focusing on six key competencies:
coaching for performance, communication, moti-
vation, collaboration and teamwork, performance
management, and delegation and prioritization.
70 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

DIVERSITY, EQUITY, AND INCLUSION to our Code of Conduct, a document signed by

every employee. Any form of discriminatory be­
Swissport strongly believes that diversity within havior constitutes a breach of this Code and can
our workforce is a fundamental strength that be reported through our SpeakUp channel, leading
underpins our successful business operations to appropriate sanctions.
across our 292 global locations. Our employees
represent a rich tapestry of genders, ethnicities,
religions, and other diverse backgrounds, all RECRUITMENT AND EQUAL OPPORTUNITY
converging under the umbrella of a global company. The difficult post-Covid-19 labor market and the
This diversity is evident at every station where resurge of flight activity required exceptional
we operate, offering a vibrant snapshot of our efforts from our recruiting teams to secure the
inclusive environment. For instance, our Zurich best talent. In 2022 alone, Swissport had more
head office alone employs colleagues from 28 than 40,000 new hires. This massive hiring exercise
different nations. proved that our internal and external recruit-
ment processes build on professionalism, quality,
We view diversity as a driving force for our organi- and efficiency. We seek to give applicants and new
zation. A heterogenous workforce enhances our employees an outstanding recruitment and induc-
problem-solving abilities, brings together various tion experience, regardless of their role or geographic
professional experiences and skill sets, and fosters location in the world.
overall creativity. At Swissport, we firmly believe
that the convergence of different ideas leads to In our recruiting and hiring process, we comply
superior solutions, with diverse teams consistently with all relevant legal requirements. Impartiality
delivering better outcomes. and equal opportunities are cornerstones of
Swissport’s recruiting strategy, and we do not
However, merely having a diverse workforce is not discriminate on the grounds of race, ethnicity,
sufficient. We are committed to ensuring that gender, gender expression, disability, religion,
every employee feels valued and respected, regard­ sexual orientation, marital status, citizenship, age,
less of their background. We recognize that true or any other legally protected characteristic or
potential can only flourish in a fully inclusive environ­ status in each of the countries in which we oper-
ment. Our newly introduced corporate values ate. In addition, subject to law, Swissport will
reinforce this approach throughout the entire orga­ reasonably accommodate the known disabilities
nization. Moving forward, we are focusing on of employees and applicants.
establishing key affiliate groups to foster connec-
tions and mutual support across the organization. We are also committed to fair and equal employ-
ment opportunities and have started reporting on
We are dedicated to maintaining a non-discrimi- our gender pay gap in Switzerland and the United
natory environment at Swissport, free from any Kingdom as required by the respective regulators.
form of intimidation, harassment, or bias. Our Swissport’s vision, our Code of Conduct, and our
goal is to create an inclusive workplace where commitment to the 10 principles of the UN Global
employee differences are not only accepted but Compact all mirror our pledge to a diverse and
are also utilized to drive individual, business, and inclusive workforce.
organizational success. These principles are integral
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 71

“Diversity and inclusion

aren’t just buzzwords.
They make our workplace
stronger, more innovative,
and truly represent the
world we live in.”
Carolina Garcia – Global HR Business Partner

TARGETS AND IATA GENDER Swissport has already surpassed the targets set
BALANCE INITIATIVE by this initiative. Globally, more than a third of
our colleagues are women across all our business
Swissport is dedicated to enhancing gender units. In 2022, 35 percent of employees in our
diversity within our organization. We are deeply most critical business line, airport ground services,
committed to fostering a culture that provides were women. Moreover, women constitute over
equal opportunities for women to advance and 25 percent of colleagues in our air cargo handling,
lead, ensuring that gender does not act as a lounge hospitality, aircraft cleaning, and centralized
limiting factor for our employees. To emphasize load control teams.
our dedication, we have joined 25by2025, an IATA
initiative aimed at increasing female represen­ We have placed special emphasis on enhancing the
tation in the aviation sector, particularly in senior presence of women in management roles, making
management and underrepresented areas, to a it a key performance indicator in our diversity and
minimum of 25 percent. inclusion approach. In 2022, we achieved a 32 percent
representation of women in management posi­
tions. Additionally, one-third of our global manage­
ment team comprised women. Our current objective
is to attain 40 percent representation of women
in management by the year 2027.
72 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

HEADCOUNT SPLIT 1

By continent 2020 2021 2022 By gender 2020 2021 2022

Africa 8.7% 9.0% 8.3% Female 32.0% 33.0% 35.0%

Asia 8.5% 9.0% 8.2% Male 68.0% 67.0% 65.0%

Australia 6.4% 5.7% 6.0%

Europe 31.8% 22.9% 29.8% By gender and function 2020 2021 2022
North America 35.2% 40.6% 36.0% Operations
South America 9.4% 12.8% 11.7% Female 31.6% 32.1% 33.5%

Male 68.4% 67.9% 66.5%

By function 2020 2021 2022 Business support

functions
Business support
functions 8.0% 7.9% 7.1% Female 41.0% 39.8% 42.3%

Local and country Male 59.0% 60.2% 57.7%

management 2.3% 2.2% 2.4%
Management staff
Operations 89.7% 89.9% 90.5%
Female 27.9% 26.9% 32.2%

Male 72.1% 73.1% 67.8%

By contract type 2020 2021 2022

Permanent 89.5% 83.3% 88.9% BOARD AND EXECUTIVE LEADERSHIP

Temporary 10.5% 16.7% 11.1% By gender 2020 2021 2022

Board of Directors

By time worked 2020 2021 2022 Female 0.0% 0.0% 12.5%

Full-time 67.5% 69.6% 67.6% Male 100.0% 100.0% 87.5%

Part-time 32.5% 30.4% 32.4% Executive

Leadership Team

Female 0.0% 12.5% 20.0%

Male 100.0% 87.5% 80.0%

1 Correction of prior years’ data: the 2021 and 2020 global workforce
data have been corrected to reflect new information which came in
after the editorial deadline for the Company Report 2021.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 73

COMMUNITY OUTREACH SWISSPORT MAKING STRIDES

Orlando, Florida, USA
As a significant employer in numerous airports,
we recognize our obligation to contribute to the In October, our Orlando International Airport team
communities we operate in. Annually, we initiate united to participate in the 26th Annual Orlando
global efforts, primarily led by our local Swissport Making Strides Against Breast Cancer Walk, a sig-
teams. These teams, in addition to their regular nificant event with over 30,000 participants and
duties, collaborate with local organizations, orga- 554 teams. This walk serves as a platform to raise
nize events, and initiate positive initiatives within both awareness and funds for breast cancer
their communities. research. Our colleagues have actively supported
Making Strides for the past three years. The
Swissport Making Strides team was jointly led by
TOYLAND Meredith Csobadi, HR Business Partner, and
Atlanta, Georgia, USA Doris Flores, Duty Manager.

For the past three years, the Swissport team in

Atlanta has actively supported Toyland, an initia- NEXT GENERATION OF GROUND
tive started by Hartsfield–Jackson Atlanta HANDLING PROFESSIONALS
International Airport. During the holiday season, Okinawa, Japan
Swissport colleagues volunteer their time to
assemble gift bags for more than 300 first-grade At Naha Airport in Japan, the Swissport team
students and 50 teachers. They not only pack embraced the future of the industry by welcoming
these bags, but also contribute toys and gifts to children from an orphanage in Okinawa for an
fill them. Additionally, they participate in the engaging onsite experience. The children were given
Toyland event where children and teachers receive a first-hand look into the realm of airport ground
their gift bags. This collaborative effort involves handling, including a tour of the airport and infor­
Swissport colleagues, airport staff, children, and mative sessions featuring talks and videos about
teachers engaging in holiday-themed games and careers in tourism and ground handling.
activities, providing an opportunity to learn more
about the airport and airplanes.

LEANING INTO LOCAL EDUCATION

Atlanta, Georgia, USA

Local education is very close to the hearts of our

colleagues in Atlanta. Roy Copening, Station
Manager at Atlanta, is on the ATL Aviation Education
Advisory Committee. The Swissport team regularly
hosts teacher appreciation lunches and student
mentorship days.
74 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

PLAYING OUR PART TO PROTECT THE PLANET

As the world’s largest aviation services provider, Swissport is committed to protect­
ing the environment. We have implemented a robust environmental management
system, intensified our actions to decarbonize our operations, and spearheaded
further initiatives both on the ground and within our offices. We are also investing
in innovative solutions that drive the transition to a more sustainable aviation sector,
because we believe that a sustainable business is a successful business.

ENVIRONMENTAL MANAGEMENT EMISSIONS REDUCTION THROUGH

FLEET ELECTRIFICATION
A robust management system is the backbone of
a successful environmental roadmap. In line with The direction of air travel is clear: decarbonization
our environmental commitment, we are currently and transformation at every stage of the value
enhancing our environmental management system chain. At Swissport, we have a 10-year plan for
to align with ISO 14001 standards, a leading decarbonization, collaborating with our ecosystem
benchmark in this field. Presently, 17 of our locations to inspire and implement change. Across our
are certified. Drawing insights from these stations, workforce of 60,000 people in 45 countries world-
we plan to expand coverage to at least 80 per- wide, we aim to adapt the equipment they use
cent of our network by the end of 2024. This updated and the way they work to drive our business trans-
system will enhance our internal and external formation. The biggest driver of our direct emis­
reporting capabilities, significantly amplifying our sions is our fleet, and as such, the increased use of
contribution to environmentally responsible electric-powered vehicles wherever possible is key
operations at the airports we serve. to reducing our footprint. For this to happen, we
need to ensure that our supply chain has the
Environmental management is an integral compo- necessary infrastructure to support this shift, such
nent of our comprehensive Quality, Health, Safety, as the availability of battery-charging facilities.
and Environment (QHSE) management system.
Swissport’s dedicated team of QHSE experts spear­ OUR EMISSIONS REPORTING
heads these efforts. To reinforce our commitment
to environmental management, we will hire a In 2022, we achieved a significant milestone in our
dedicated global Environmental Manager in 2023 emissions reporting strategy. First, we established
to drive our environmental initiatives, including an ambitious target of reducing our Scope 1 and 2
the implementation of a new Environmental Policy emissions by a minimum of 42 percent by 2032,
and the necessary measures associated with using 2022 as our baseline year. Second, we success­
ISO 14001. fully launched our emissions reporting, allowing us
to present a comprehensive global carbon emissions
Having the right system in place is crucial, but baseline, encompassing Scope 3 emissions for the
environmental stewardship is also an integral first time. This accomplishment is pivotal for
aspect of our planning and decision-making Swissport, as it enables us to monitor our emissions,
processes. While the ultimate responsibility lies evaluate the impact of our emission reduction
with the Board of Directors and the Executive initiatives, and fulfill reporting obligations to our
Leadership Team, we aim to train every manager, key stakeholders concerning Scope 3 emissions.
team leader, and frontline worker by 2024 to Building on this achievement, we will also commit
prioritize environmental care in their daily service to establish science-based targets according the
delivery. Science Based Targets initiative (SBTi) and are
actively working toward that goal within the next
Swissport adheres to all local environmental laws, two years.
regulations, and standards. During the reporting
period, we were not involved in legal rulings or In establishing our baseline, we collaborated with
liabilities related to non-compliance with environ- ERM, the world’s largest advisory firm dedicated
mental regulations. to sustainability. Their expertise ensured accurate
data collection, calculation of our carbon footprint The data for our reporting stem from two primary
according to current standards, and the creation sources. Essential information was extracted
of a replicable annual reporting system. from our financial systems. In cases where this
information was unavailable, we utilized operational
Our reporting encompasses operations in all data, such as headcount or surface area per
countries and stations operational by the end of location, to supplement the figures using extrap­
2022. It adheres meticulously to internationally olations, ensuring compliance with the rigorous
recognized standards outlined by the Greenhouse standards of the GHG Protocol.
Gas (GHG) Protocol, utilizing the appropriate
emissions factors for precise calculations. We have CORPORATE CARBON FOOTPRINT 2022
measured emissions for all three scopes, focusing
on the categories most relevant to Swissport for Total CO2 equivalents in metric tons
Scope 3 reporting.
Total Scope 1 147,217

Total Scope 2 47,548

SCOPE 1
■ Stationary combustion Total Scope 1 & 2 194,765
■ Refrigerants
Scope 3 – Category 11 61,039,356
■ Mobile combustion

Scope 3 – Other categories 296,655

SCOPE 2
■ Electricity Total Scope 3 61,336,011

Total carbon emissions 61,530,776

SCOPE 3
■ Purchased goods and services (Category 1)

■ Capital goods (Category 2) Most of our Scope 1 emissions emanate from the
■ Fuel- and energy-related activities (Category 3) operation of fuel-powered ground support
■ Waste generated in operations (Category 5) equipment (GSE). A smaller portion is attributed
■ Business travel (Category 6) to our cooling centers in warehouses, utilizing
■ Employee commuting (Category 7) refrigerants, and heating systems. Our Scope 2
■ Use of sold products (Category 11) emissions encompass electricity usage across
■ Investments (Category 15) all our locations, including our offices. Notably, our
76 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

Scope 3 emissions are primarily

driven by Category 11 – “use of sold
products.” This category relates to
our refueling business, primarily in
Europe and North America, where
we offer airline customers transport
and logistics services for refueling
their airplanes. Category 11 consti­
tutes 99.5 percent of our Scope 3
emissions and 99.2 percent of our
total emissions.

Moving forward, we are focusing on

two key priorities: enhancing our
reporting and detailing our carbon
reduction plan. Our emissions re­
porting will be based on an annual
GHG assessment following a stan­
dardized procedure. This funda­
mental step ensures transparency in
our emissions reduction efforts,
facilitating meaningful comparisons
across different years. We are also
committed to improving the granu­
larity of our data. While our initial
assessment heavily relied on spending
data and extrapolations, we are
striving for better data accuracy. We
will also collaborate closely with our
suppliers to obtain detailed invoices
specifying units where possible.

To further refine our carbon reduction

plan, we will meticulously review the
plan for each scope. For Scope 1, we
already have a robust plan aiming
for a 55 percent electrification of our
motorized fleet by 2032. In Scope 2,
we are actively seeking a strong part­
ner in the energy sector to support
our transition to green electricity.
This endeavor necessitates close
collaboration with airports, our pri­
mary energy suppliers, especially in
ground handling. First successes can
be seen in Liège, Belgium, and
Nairobi, Kenya, where we already
consume electricity from solar panels
that are installed on our cargo
warehouses.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 77

Regarding Scope 3, our focus is on our refueling In addition to electric GSE, Swissport is exploring
business. We will need to leverage our influence as various ways of improving the environmental
a provider of fuel transport and logistics within performance of its equipment. To allow for our
the limits available to us. Our aspiration is to have GSE to be used as efficiently as possible, we have
our comprehensive carbon reduction plan, along piloted a new telematic system in our Cyprus
with specific targets, externally validated by SBTi operations. We are planning to expand our use of
within the next two years. this technology, as it helps us find the right size
for our fleet, maximize utilization, and reduce engine
idle running time (engines running while the
FLEET ELECTRIFICATION equipment is not in use).
For years, Swissport has been deploying electrically
powered GSE (eGSE) wherever possible. Not only Furthermore, our fleet also includes GSE and
does eGSE decrease toxic exhaust emissions and vehicles that are powered by other more environ­
reduce our carbon footprint, but it also leads to mentally friendly sources, such as liquefied
significant fuel cost savings. By the end of 2022, petroleum gas (LPG) and compressed natural gas
19 percent of the equipment being used in Swissport’s (CNG). The greenhouse gas emissions of these
fleet comprised electrically powered vehicles. We sources are far lower than those of diesel or gasoline,
continue to work toward further increasing our share and thereby help decrease our carbon footprint.
of eGSE and aim at a proportion of 55 percent of In 2022, 24.9 percent of Swissport’s GSE was eco-
eGSE in our motorized fleet by 2032. powered through electric, hybrid, LPG, or CNG
power sources. As of 2023, we are also supporting
We have robust plans in place to expedite the electri­ our partners’ initiatives of using biofuels as a
fication of our fleet. The technology available for transition option. For example, as of January 2023,
the services we provide is highly advanced. For many Schiphol Airport in the Netherlands fully changed
of our equipment categories, such as tractors, to the biofuel HVO100, and Swissport has
belt loaders, stairs, and forklifts, acquiring electric accordingly replaced all use of fossil fuels with
equipment is now our standard approach. In fact, HVO100 in its GSE in Amsterdam.
it is already the standard approach for 55 percent
of our asset classes, and we are actively working Share of electric GSE1
to extend this to all types of assets.
2022 19.0%

Collaboration with airports is crucial for us. We 2021 18.6%

need their support to establish the necessary
2020 18.8%
infrastructure. Currently, one of the main challenges
hindering our progress is the absence of battery-
charging facilities. In places where these facilities Share of eco-powered vehicles
are lacking, Swissport engages with the relevant
2022 24.9%
airport authorities to encourage investments in
this essential infrastructure. 2021 22.5%

2020 22.9%
Buying electric GSE is just one part of reaching
our fleet target. We are also exploring options to 1 In the context of setting a specific goal for eGSE vehicles, we
retrofit some of our fossil-fuel-driven fleet with have refined the definition of eGSE to exclusively encompass
all-electric vehicles while excluding hybrid models. Furthermore,
batteries – which again requires close collaboration we have chosen to systematically incorporate motorized
with suppliers. In the US, we also have plans for a trailed equipment into our assessments considering that certain
equipment, such as GPUs, result in significant emissions.
refurbishment hub where we can fully renovate old The corrected numbers for eGSE vehicles are as follows:
equipment, which is critical from a circularity 2020: 2,155; 2021: 2,364; 2022: 2,549.
point of view.
78 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

ENVIRONMENTAL PROTECTION ON we implemented a system to collect and recycle

THE GROUND 100 percent of the plastic foil. The recycled foil
wrap is then repurposed to wrap new pallets,
Fleet electrification and emissions reduction are creating a closed-loop process that minimizes
the biggest levers for reducing our environmental resource consumption and waste generation.
impact. However, several other aspects of our As the initiative has been very successful, it has
operations also play an important role. While we also been introduced in Stuttgart, Germany,
can control some of these areas, there are others and Vienna, Austria.
where regulations differ greatly across the globe
or where we must rely on existing airport infra- Furthermore, we prioritized the reuse and upcycling
structures. Because of the heterogeneity of condi- of old or damaged wooden pallets. Instead of
tions at airports, we are pursuing a variety of discarding them, we identified ways to extend
local measures, such as reducing and improving their lifespan and transform them into new pallets.
the use of waste streams or activities to minimize This approach not only reduces the demand for
our impact on biodiversity. These local measures new pallets, but also allows Swissport to use existing
will be further strengthened through the gradual resources more efficiently.
introduction of the ISO 14001 standard, covering
at least 80 percent of our entire network latest by At several locations in Germany, we have intro-
the end of 2024. duced SquAIR timber pallets made from 100 percent
recycled cardboard. The pallets are designed to be
fully recyclable so that they can be repurposed or
WASTE MANAGEMENT AND CIRCULARITY returned to the recycling process at the end of
Across the global network, Swissport engages in their life cycle.
various waste initiatives. Two key initiatives in-
clude the waste management in our cargo centers In Australia, Swissport is currently testing recycled
in Europe and piloting polo shirts produced from fabrics in uniforms for our ramp teams. The pilot
recycled materials in Australia. is testing polo shirts made from recycled polyester.
If the test is successful, Swissport will trial recycled
In air cargo handling, Swissport plans to introduce fabrics in its uniforms across other areas of the
mandatory waste avoidance as part of its waste business and roll out the new uniforms worldwide.
management policy, to be rolled out at all of its
some 120 air cargo centers by 2027. In 2022, we Through the rollout of ISO 14001 across our stations,
successfully implemented waste reduction initia- we will further improve and standardize our waste
tives at our largest warehouses in Austria, Belgium, management practices
Finland, and Germany. We are now applying the
lessons learned to other warehouses around the PREVENTION OF FUEL SPILLAGE
world.
Swissport is fully committed to meeting its custom­
One of the key initiatives involved the collection ers’ into-plane, GSE fueling, and fuel-storage
and recycling of used and discarded foil wrap in needs in a manner consistent with a clean environ­
Brussels, Belgium; Frankfurt, Germany; and Helsinki, ment. It is our key environmental concern and
Finland. Every year, we produce 60 tons of plastic our goal to protect the biospheres around our
foil waste. Rather than disposing of it as waste, operations as well as to prevent any fuel releases.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 79

To ensure that we eliminate potential fuel releases biodegradable carbon-based de-icing agents that
at the airports we serve, Swissport has imple­ are applied through sprinkler systems. The mix
mented policies and procedures, such as the depends on national laws and local regulations. In
Environmental Policy Statement and the Environ­ addition, we have introduced a more sustainable
mental Management System, which are integral de-icing fluid at two of our locations: Sofia, Bulgaria,
parts of our training and daily operations. and Amsterdam, Netherlands. We partnered with
a supplier that procures monopropylene glycol –
All incidents are to be reported and investigated. the main ingredient for the de-icing fluids – that is
Should a major release occur, depending on the extracted either from vegetable oil or from animal
type of material involved, an emergency plan must fat as opposed to a crude oil derivative.
be activated. This plan is managed locally in line
with the emergency plan of the specific airport.
There were no major spills recorded in our ENVIRONMENTAL PROTECTION IN THE LOUNGE
operations in 2022. Newly opened lounges are also conceptualized
with sustainability in mind. For example, the
Swissport also supports airline and oil company Aspire | Air Canada Café – a joint lounge concept
partners on several sustainable aviation fuel between Swissport and Air Canada that was
(SAF) projects, including designated flights fueled launched in June 2023 – has been built to meet
with SAF. the LEED ID+C standards, a globally recognized
certification that ensures a space is designed
DE-ICING AND ANTI-ICING using sustainable building practices. Across our
network of lounges operated by Swissport’s
To de-ice an aircraft, de-icing fluids containing subsidiary Aspire Lounges, we committed to
glycol are used. Glycol has a very low toxicity and eliminating single-use plastic tableware by 2025,
breaks down within weeks. At Swissport, we go replacing them with recyclable or reusable
further and optimize usage, keeping the amount products.
of glycol used to a minimum. We mix glycol with
80 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 81

ENVIRONMENTAL RESPONSIBILITY In a strategic partnership with Airportr, a provider

IN THE OFFICE of smart baggage management solutions,
Swissport introduced off-baggage processing for
Swissport’s administrative units do not have a airlines and airports at Geneva Airport and
notable environmental impact. Even so, Swissport launched a trial service at Zurich Airport. The
is intent on keeping the environmental impact of partner­ship enables all passengers to pre-book an
its offices to a minimum by promoting local initia- at-home baggage collection slot for their depar­
tives and learning from them. Regional teams, as ture flights. This off-airport processing has the
well as the teams at our company headquarters, potential to transform the baggage handling
are encouraged to reduce their energy consumption process across the airport and aviation ecosystem.
and optimize their material and waste manage- The new partnership is expected to have a positive
ment as much as possible. As we see it, success in sustainability impact, as more passengers flying
this area depends on everyone involved. in Switzerland will switch from car usage to public
transport as a direct result of being able to travel
At Swissport’s headquarters in Zurich, Switzerland, to the airport bag-free.
for instance, we have taken a significant step to
reduce waste by replacing paper cups with mugs In operations and maintenance, we continuously
in January 2023. The switch to paper cups will monitor the most recent technological advance­
reduce paper consumption, thereby also contributing ments. Wherever possible, we invest and trial eco-
to the reduction of Swissport’s carbon footprint. powered and autonomous ground support
equipment. In 2022, Swissport in Basel, Switzerland,
conducted a trial of a wide range of fully electric
INNOVATION ground power units (GPUs), which resulted in the
selection of a zero-emission battery-powered
Innovation and digitalization continue to add value 400Hz GPU. In addition, a trial of TLD’s TractEasy
to the services we provide our customers, and autonomous electric baggage tractor – a GSE
they help us improve the efficiency and sustainability which produces zero emissions and empowers fully
of our business. Early digital innovations in the driverless operations – is also scheduled to be
industry include applications like kiosk check-in tested in 2023. In Cyprus, Swissport has begun
and web check-in combined with bag-drop testing Targa Telematics, an IoT solution for
services. In the cargo arena, Swissport has begun improving fleet safety and efficiency by providing
rolling out kiosks and mobile devices to speed metrics on driver behavior, GSE localization,
up the processes around the acceptance and the and idle time, with the aim of reducing fuel
delivery of shipments to further improve real- consumption. The first results of the implemen­
time reporting of customer-critical freight status tation are expected at the end of 2023.
checkpoints and further eliminate the use of
paper. With regard to flight and warehouse
optimization, Swissport reviews and trials different
weight- and volume-capturing solutions. In
addition, we target improvements in resource
management through the delivery of digital
solutions, including load-based forecasting.
82 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

A BUSINESS GROUNDED IN ETHICS AND RESPONSIBILITY

At Swissport, we are dedicated to maintaining the utmost integrity, trans­
parency, and accountability. This commitment is reinforced by a robust
compliance process that ensures strict adherence to all relevant legislation and
upholds human rights principles, including the 10 principles of the UN Global
Compact. These standards are not only upheld internally, but are also extended
to our suppliers, ensuring a sustainable and responsible supply chain.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 83

COMPLIANCE SpeakUp includes both an online and telephone

service that enables employees to report compliance
At Swissport, we foster a corporate behavior concerns confidentially and anonymously. The
based on honesty, integrity, and respect for the hotline operates 24 hours per day, 7 days per week,
law. Overall responsibility for issues regarding fair and in more than 20 languages. Messages are
competition, anti-corruption, and human rights lies received by a dedicated team at Swissport and are
with the CEO and the General Counsel & Company reviewed within seven working days. Reports
Secretary, with responsibility further divided received via SpeakUp are investigated in accordance
between regional managers within the company. with our SpeakUp policy and Investigation Manual;
However, all Swissport employees are expected employees reporting in good faith are protected
to do the right things and maintain a culture of against any form of retaliation.
compliance and professional conduct. Therefore,
we ensure that all relevant employees undergo During the reporting period, all matters reported
mandatory compliance training. via SpeakUp were investigated, or are undergoing
investigation, and handled in accordance with
Swissport’s internal policies. Appropriate actions
CODE OF CONDUCT such as additional training, management guidance,
The company’s ethical and behavioral principles warning letters, and dismissals were taken as
apply to our staff and to those acting on our required.
behalf. These principles are explained in our Code
of Conduct, which is supplemented by more ANTI-BRIBERY AND ANTI-CORRUPTION
detailed standards, directives, and guidelines. The
Code of Conduct is part of an induction package Our intention to be the global leader in aviation
that is signed by every new employee. It was last services is not without its responsibilities. Swissport
updated in May 2023 and specifically states a aspires to always deliver market-leading, high-
zero-tolerance policy regarding any legal or ethical quality services for our customers. We are committed
violations, including any forms of discrimination. to ethical standards in the way we do business
and how we interact with each other, with custom­
ers, partners, suppliers, and others outside Swissport.
As such, Swissport promotes fairness and trans­
parency in its business activities, rejects all forms
of corruption, and is fully committed to comply
with the provisions of the anti-corruption laws
applicable in the countries where it operates.
You can read the full version
of our Code of Conduct here Swissport has a zero-tolerance policy for bribery
and corruption and therefore forbids all its people
from engaging in bribery or corrupt practices. The
We urge our employees to report all violations of Anti-Bribery and Anti-Corruption Policy sets forth
the Swissport Code of Conduct as well as serious Swissport’s zero tolerance toward bribery and
compliance violations. “SpeakUp” is an external corruption and provides general rules, guidelines,
hotline which was introduced at Swissport in 2019 and principles of behavior for compliance. Our
and which enables all employees to report suspected SpeakUp channel enables all employees to report
violations, including reporting individuals who are any suspected violations. Anti-corruption and
believed to have violated or who are suspected of anti-bribery are also a key component of our
preparing to violate the Code of Conduct. compliance training to all relevant employees.
OPERATIONAL RISK MANAGEMENT Swissport promotes an open reporting culture and
has established its operational risk management
At Swissport, we regularly conduct a structured in accordance with the recommendations of the
identification and analysis of our processes and International Civil Aviation Organization (ICAO)
our corporate environment to gain clarity about for an integrated management system. The incidents
internal and external risks and threats to increase recorded in the Swissport Management Tool (SMT)
Swissport’s resilience against unanticipated events provide a full and transparent incident history. The
or changes in our corporate environment. We SMT has made the reporting of accidents, unsafe
apply appropriate risk controlling and mitigation conditions, unsafe acts, and near misses easier and
measures to avoid and reduce risks or define more readily accessible. Real-time monitoring and
suitable safeguards to retain them. notification are available to management.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 85

INFORMATION SECURITY To counter the constantly changing and evolving

cybersecurity landscape, we have further in-
creased our targeted security level. We also have
DATA PROTECTION a strong emphasis on our supply chain and on
Swissport deals with customer data such as air embedding the foundations of good cybersecurity
freight documents and passengers’ travel data – hygiene within the culture of Swissport through
all of which makes careful handling of this infor- customized information security awareness training
mation essential. Most of this personal data is and initiatives for our workforce – our first line of
handled electronically, which makes IT security one defense against cyberattacks. The mandatory in-
of Swissport’s most crucial responsibilities within formation security awareness training for all IT
our data protection management activities. users strengthens our resilience in the face of cyber­
Swissport will have completed its ISO 27001 certi- attacks and helps us prevent security incidents.
fication for our data center and relevant systems
by the end of 2023. The ability of our IT systems within our infrastruc-
ture continues to be a key focus, especially with
Our data protection policy had been previously the growing sophistication, volume, and frequency
rolled out globally. The policy is part of a mandatory of cyberattacks against Swissport. We obtain
training course for all employees, which needs to independent auditing of our maturity against the
be refreshed every two years. NIST cybersecurity framework to provide a maturity
rating and recommendations which contribute to
our continual improvement strategy year on year.
CYBERSECURITY
We regularly carry out penetration testing and red
To ensure a secure and protected business, data, team exercises to assess our systems to ensure
and working environment, we continuously review that we are continually evaluating our exposure
and improve our information security measures and addressing any remediation rapidly. We work
that are in place across the global Swissport IT collectively with IT and Application teams to en-
infrastructure. We work closely with Swissport sure that we are operating at optimum security and
units worldwide to ensure that the company’s infor- availability levels and continue to apply improve­
mation is accurately classified and appropriately ments aligned with best-practice recommendations.
protected from cyberattacks.
86 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

SUSTAINABLE PROCUREMENT SUPPLIER CODE OF CONDUCT

At Swissport, we recognize the importance of The Swissport Supplier Code of Conduct must be
sustainability and responsibility in our supply chain. recognized by all suppliers and is based on several
It enables us to better manage the challenges key principles, including:
arising from climate-related regulations, availability
of resources, and the personal safety and integrity
■ Avoidance of child and forced labor
of our employees and partners. ■ Rejection of any bribery or corrupt behavior
■ Environmental management
Commitment to sustainability in the supply chain
at the executive management and Board levels is
■ Freedom of association
crucial for us. Our goals are set through a collab­ ■ Freely chosen employment
orative process involving all our stakeholders and ■ Health and safety
include: the use of sustainability indicators in
choosing suppliers; the avoidance of suppliers whose
■ Human rights
practices do not meet high human rights, labor, ■ Non-discrimination
environmental, or general standards, or violate our
code of conduct; the adoption of a fair and open
communication practice and regular monitoring You can read the full version of our
of supplier performance. Supplier Code of Conduct here

Throughout 2022, we worked with some 5,800

direct suppliers and 7,000 indirect suppliers. The
procurement of goods and services amounted
to 52 percent of our spending. The countries bene­
fiting most from our procurement activities are
the United States (22.1 percent), the United King-
dom (20.4 percent), and Switzerland (13.1 percent). As part of our procurement policy at Swissport,
Our largest direct supplier accounts for not more suppliers meeting a certain threshold (usually
than 1.9 percent of Swissport procurement volume. above €50K) are managed by our global procure­
It is our goal to continue to further sustainability ment team. In the reporting year, 100 percent
beyond our own operations and to create resilient of these designated suppliers have endorsed our
and responsible supply chains. Supplier Code of Conduct, incorporating our
sustainable procurement charter, outlining the
fundamental environmental, labor, and human
rights standards governing their collaboration
with Swissport.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 87

As a signatory to the UN Global Compact, Swissport SCREENING PROCESS

is committed to upholding high human rights FOR POTENTIAL SUPPLIERS
standards and combating all forms of human rights
violations. Human rights are inherent to all human
beings, regardless of gender, sexual orientation, age,
nationality, ethnicity, language, religion, political
ideology, disability, or any other status and include
Acceptance of
such rights as freedom of opinion and expression
Supplier Code
without discrimination. Through various policy and
of Conduct
certification stipulations – in particular our Supplier
Code of Conduct – we require our suppliers to
respect these human rights, to fully comply with
the UN Declaration of Human Rights and the
International Labor Organization’s Core Conventions
as well as to commit to non-complicity in any
human rights abuses. At Swissport, we also ac­
knowledge the legitimate role of trade unions and
employee representatives and have established
appropriate mechanisms to enable the effective
Self-assessment
representation of employees at our suppliers.
questionnaire

Environmental sustainability is very important to

us. We encourage suppliers to promote an environ­
mentally friendly production and delivery of services.
The existence of an environmental management
system and adherence to environmental manage-
ment standards, e.g., ISO 14001, are part of the
assessment criteria when selecting our key suppliers.

SCREENING PROCESS FOR POTENTIAL Review and

SUPPLIERS risk analysis
Using risk management and regulatory compliance
solutions, we screen potential suppliers regarding
human rights, environmental criteria, or legal com­
pliance before engaging with them. We also carry
out additional research and investigation proce-
dures or audits to ensure that these potential
suppliers comply with Swissport’s standards. For
example, as we employ a large, uniformed work-
force, our uniform suppliers are at the forefront of In case of
our human rights focus in the supply chain. possible violations:
further investigation
Other relevant suppliers include ground support and audits
equipment manufacturers and providers of cleaning
services. During the reporting period, no instances
of non-compliance with our standards by any signifi­
cant suppliers were observed.
88 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

CORPORATE GOVERNANCE BOARD OF DIRECTORS

Swissport International AG is managed by the In addition to addressing financial and commercial

Executive Leadership Team (ELT) which comprises matters of strategic importance, the Board also
both the Group Management as well as the deals with corporate governance and sustainability
regional CEOs. It is supervised by a non-executive issues, including challenges arising from a wide
Board of Directors. range of areas – from health and safety to union
engagement and employment all the way to environ­
The Executive Leadership Team conducts weekly mental matters. In fulfilling their responsibilities
meetings, which, starting from 2023, commence as members of the Board, the Directors remain
with a 10-minute safety moment, emphasizing aware of their obligation to act in good faith and
the company’s strong safety culture. The meetings to promote the success of the company for the
serve the ELT to review business performance in benefit of all its stakeholders.
terms of commercial and economic trends, health
and safety performance, and environment. It also OWNERSHIP
discusses risks and opportunities for the company.
The ELT assesses compliance with the principles, Since December 2020, Swissport is owned by a
guidelines, and international standards to which group of mainly US- and UK-based investors.
the company adheres. Strategic organizational
development and timely succession planning are
further key contributors to organizational stability CERTIFICATIONS
and the delivery of consistent service quality. The
weekly updates as well as additional regular
exchange across the company’s top leadership ECOVADIS
regarding strategic and operational matters EcoVadis, a renowned global provider of reliable
ensure that issues can be quickly identified and sustainability ratings and insights, assessed
remedied. Swissport for the first time in 2022 to evaluate
our sustainability status and provide guidance
The members of the Executive Leadership Team, on areas of improvement. We have committed to
including the President and CEO, visit key countries annual re-certification and are striving to progress
several times each year to engage in in-depth every year. With substantial investments in
reviews with the regional and local management. sustainability, we anticipate a noteworthy improve­
Internal safety and management audits, external ment in our rating latest by our 2024 submission,
audits, and internal Group audits provide indepen­ aiming to achieve at least one of the medal ratings.
dent and objective assurance to these reviews and
are reported to the Audit Committee. Resolution
of audit issues raised is part of the bonus criteria
for employees since January 2023.
Company Report 2022 ENVIRONMENTAL, SOCIAL & GOVERNANCE 89

AWARDS

AVIATION BUSINESS
EXCELLENCE AWARDS
ISO The Aviation Business Excellence Awards is
The Swissport Management System has been organized jointly by the Kenya Airports Authority
ISO 9001 certified since 1999. Currently, 15 locations and the Kenya Institute of Management. At the
are ISO 9001 certified under a global multi-site ABEA 2022, Swissport won two categories:
agreement, including the head office. There are 17 Ground Handling 2022 and Cargo Warehousing
locations equipped with an ISO 14001-certified 2022 (Transit Sheds).
environmental management system. In addition,
17 locations implemented ISO 45001-certified BEST AIRPORT LOUNGE IN OCEANIA
management systems for occupational health.
The Aspire Lounge at Perth Airport’s Terminal 1
was named the Best Airport Lounge in Oceania at
ISAGO the World Travel Awards in September 2022 and
Swissport’s corporate head office has been again in 2023. In November 2022, the lounge also
ISAGO (IATA Safety Audit for Ground Operations) scored a major accolade by winning the Commercial
registered since 2010. In 2022, 10 locations Airport Excellence Award at the Australian Airport
successfully underwent the audit. As of December Association National Industry Awards.
2022, 15 locations, including the head office,
have been ISAGO-registered. GROUND CARGO HANDLER OF THE YEAR

For the fourth consecutive year, Swissport has

CEIV PHARMA BY IATA, BRITISH MHRA, AND been awarded the title of Ground Cargo Handler
LOCAL PHARMA AUTHORITIES of the Year by Ghana Shippers’ Authority for its
Our air cargo operations in Amsterdam, Barcelona, active role in helping grow Ghana’s shipping and
Basel, Brussels, Dublin, Frankfurt, Liège, London logistics industry.
Heathrow, Manchester, Montreal, Muscat, Nairobi,
and Tel Aviv are currently certified by IATA’s CEIV SUSTAINABLE HANDLING OPERATOR OF 2022
Pharma, by the British MHRA, or other recognized
industry associations. These certifications guaran­ In May, Swissport took home the title of
tee air freight customers the highest quality and Sustainable Handling Operator of 2022 at the
temperature-control standards for sensitive Freightweek Sustainability Awards 2022.
pharmaceutical products.

TOP DIGITAL TRANSFORMATION COMPANY

Swissport was named by market research

company Statista and economic publications
“Finanz und Wirtschaft” and “Bilan” as one
of Switzerland’s Top Digital Transformation
companies.
90 ENVIRONMENTAL, SOCIAL & GOVERNANCE Swissport International AG

MEMBERSHIPS PHARMA.AERO

In April, Swissport joined Pharma.Aero, a cross-

UN GLOBAL COMPACT SWITZERLAND industry collaboration platform jointly launched
AND LIECHTENSTEIN by Brussels Airport Company, Changi Airport Group,
and Latin America Cargo City for pharmaceutical
Swissport became a member of the UN Global shippers, CEIV-certified cargo communities, airport
Compact in 2011. Adhering to the 10 principles operators, and other cargo industry stakeholders
of the UN Global Compact constitutes a funda­ to work on projects and initiatives to improve the
mental element of Swissport’s ESG strategy. supply chain of pharmaceuticals around the globe.

AIRPORT SERVICES ASSOCIATION (ASA) MOHAMMED VI INTERNATIONAL

Swissport has taken on a leading role in ASA, the ACADEMY OF CIVIL AVIATION
industry association for ground handling services. On 13 May 2022, Swissport entered into a Coop­
We are driving ASA’s transformation into an aviation eration Agreement with Morocco’s Mohammed VI
services organization and a strategic partner. International Academy of Civil Aviation, further
Our aim is to promote structural changes that will strengthening the global aviation services company’s
help ASA acquire a strong voice in advocating for commitment to the education and training of
industry standards, particularly in ESG matters. future aviation professionals and leaders in the
We also seek to establish a dependable partnership MEA region.
with key aviation partners such as ICAO, IATA,
ACI, and others. Moreover, we are championing ESG
values throughout the airport services industry TENT
and advocating for transparency and uniformity in
reporting practices. Swissport recognizes its role Swissport initiated its involvement with the Tent
as a market leader and is fully committed to Partnership for Refugees in May 2022. The organi­
leading the industry’s ESG journey. zation plays a vital role in the integration of
refugees into their new communities by connecting
them to work. Currently, Swissport is a member
of the Tent Coalition for Refugees in the US.
92 APPENDICES Swissport International AG

GRI CONTENT INDEX

Swissport has reported the information cited in this GRI content index
for the period 1 January 2022 to 31 December 2022 with reference to
the GRI Standards, Foundation 2021.

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 2: General disclosures
The organization and its reporting
2-1 Organizational details 10-13, 16-21, 88
2-2 Entities included in the organization’s 16-17, 33, 88
sustainability reporting
2-3 Reporting period, frequency, and 100-101
contact point
2-4 Restatements of information 72, 77
2-5 External assurance No external assurance – we aim at seeking external
assurance in order to comply with the CRSD
requirements.
Activities and workers
2-6 Activities, value chain, and other 16-23 8, 9
­business relationships
2-7 Employees 5, 62, 72 5, 8 6
2-8 Workers who are not employees 86 8 6
Governance
2-9 Governance structure and composition 10-11, 55 8, 16
2-10 Nomination and selection of the highest 88 Due to confidentiality clauses, we are not able to 8, 16
governance body disclose this information.
2-11 Chair of the highest governance body 88 8, 16
2-12 Role of the highest governance body in 54-55, 88 We aim at seeking external assurance in order to 8, 16
overseeing the management of impacts comply with the CRSD requirements.
2-13 Delegation of responsibility for 54-55 We aim at seeking external assurance in order to 8, 16
­managing impacts comply with the CRSD requirements.
2-14 Role of the highest governance body 54-55, 88 We aim at seeking external assurance in order to 8, 16
in sustainability reporting comply with the CRSD requirements.
2-15 Conflicts of interest 83 8, 16
2-16 Communication of critical concerns 83 8, 16
2-17 Collective knowledge of the highest 55, 69 8, 16
governance body
2-18 Evaluation of the performance of the We initiated the process of developing a double 8, 16
highest governance body materiality matrix to include in the 2023 report.
The current materiality matrix has been augmented
with 16 complementary interviews.
2-19 Remuneration policies Due to confidentiality clauses, we are not able to 8, 16
disclose this information.
2-20 Process to determine remuneration Due to confidentiality clauses, we are not able to 8, 16
disclose this information.
2-21 Annual total compensation ratio Due to confidentiality clauses, we are not able to 8, 16
disclose this information.
Company Report 2022 APPENDICES 93

UN GC
GRI STANDARDS Page Comment SDGs Principle
Strategy, policies, and practices
2-22 Statement on sustainable development 2-3 8, 9, 12, 13, 17 1-10
strategy
2-23 Policy commitments 30, 36 8, 9, 12, 13
2-24 Embedding policy commitments 52-55 8, 9, 12, 13
2-25 Processes to remediate negative 83 8, 9, 12, 13
impacts
2-26 Mechanisms for seeking advice and 83 8, 9, 12, 13
raising concerns
2-27 Compliance with laws and regulations Due to confidentiality clauses, we are not able to 8, 9, 12, 13 1, 2
disclose this information.
2-28 Membership associations 83, 90 8, 9, 12, 13
Stakeholder engagement
2-29 Approach to stakeholder engagement 46, 56-59 8
2-30 Collective bargaining agreements 67 8 3

GRI 3: Material topics

3-1 Process to determine material topics 60 8
3-2 List of material topics 60 We initiated the process of developing a double 8, 12
materiality matrix to include in the 2023 report.
The current materiality matrix has been augmented
with 16 complementary interviews.

GRI 200: Economic

GRI 201: Economic performance
3-3 Management of material topic 54-61 8 7
201-1 Direct economic value generated and 12-13 8
distributed
201-2 Financial implications and other risks We initiated the process of developing a double 8
and opportunities due to climate change materiality matrix to include in the 2023 report.
The current materiality matrix has been augmented
with 16 complementary interviews.
201-3 Defined benefit plan obligations and 67 8
other retirement plans
201-4 Financial assistance received from Swissport benefited from public, Covid-related 8
government subsidies during the reporting period.
GRI 202: Market presence
3-3 Management of material topic 54-61
202-1 Ratios of standard entry-level wage by 62, 66-67 We are also committed to fair and equal employ- 5, 8
gender compared to local minimum wage ment opportunities and have started reporting on
our gender pay gap in Switzerland and the United
Kingdom as required by the respective regulators.
Swissport’s vision, our Code of Conduct, and our
commitment to the 10 principles of the UN Global
Compact all mirror our pledge to a diverse and
inclusive workforce.
202-2 Proportion of senior management hired 62, 72 8, 10, 11
from the local community
94 APPENDICES Swissport International AG

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 203: Indirect economic impacts
3-3 Management of material topic 54-61
203-1 Infrastructure investments and services 57, 59 8, 9, 10, 11
supported
203-2 Significant indirect economic impacts 73 As a significant employer in numerous airports, 8, 10, 11
we recognize our obligation to contribute to the
communities we operate in. Annually, we initiate
efforts globally, primarily led by our local Swissport
teams. These teams, in addition to their regular
duties, collaborate with local organizations, orga-
nize events, and initiate positive initiatives within
their communities.
GRI 204: Procurement practices
3-3 Management of material topic 54-61
204-1 Proportion of spending on local suppliers 58, 61, 86-87 8, 10, 12
GRI 205: Anti-corruption
3-3 Management of material topic 54-61 10
205-1 Operations assessed for risks related to 82-83, 86 8, 16 10
corruption
205-2 Communication and training about anti- 83, 86 8, 16 10
corruption policies and procedures
205-3 Confirmed incidents of corruption and 83 During the reporting period, all matters reported 8, 16 10
actions taken via the SpeakUp channel were investigated,
or are undergoing investigation, and are handled
in accordance with Swissport’s internal policies.
Appropriate actions such as additional training,
management guidance, warning letters, and
dismissals were taken as required.
GRI 206: Anti-competitive behavior
3-3 Management of material topic 54-61
206-1 Legal actions for anti-competitive 83 The Swissport Code of Conduct is a set of princi- 8, 16
­behavior, anti-trust, and monopoly ples and corporate rules that define our ethical
practices standards. The goal of the Code of Conduct is
to protect Swissport and its staff, as well as third
parties, society, and our stakeholders from harm
which may be triggered by unethical or unlawful
behavior. All Swissport employees must comply
with the Code of Conduct.
GRI 207: Tax
3-3 Management of material topic 54-61
207-1 Approach to tax Due to confidentiality clauses, we are not able to 8, 16
disclose this information.
207-2 Tax governance, control, and risk 83-84, 88 Due to confidentiality clauses, we are not able to 8, 16
­management further disclose this information.
207-3 Stakeholder engagement and manage- Due to confidentiality clauses, we are not able to 8, 16
ment of concerns related to tax disclose this information.
Company Report 2022 APPENDICES 95

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 300: Environmental
GRI 302: Energy
3-3 Management of material topic 54-61 7-9
302-4 Reduction of energy consumption 74-77 8, 11, 12, 13 7-9
302-5 Reductions in energy requirements of 74-77, 81 8, 11, 12, 13 7-9
products and services
GRI 303: Water and effluents
3-3 Management of material topic 54-61 7, 8
303-1 Interactions with water as a shared No specific data on water – in line with our environ­ 12, 13, 15 7, 8
resource mental commitment, we are currently enhancing
our environmental management system to align
with ISO 14001 standards, a leading benchmark
in this field. This updated system will enhance our
internal and external reporting capabilities, signifi­
cantly amplifying our contribution to environmen-
tally responsible operations at the airports we serve.
303-2 Management of water-discharge-related 78-79 No quantitative information since water discharge 12, 13, 15 7, 8
impacts is not subject to Swissport’s control.
GRI 304: Biodiversity
3-3 Management of material topic 54-61 7, 8
304-1 Operational sites owned, leased, managed At Swissport, our strategy and operations aim 12, 15 7, 8
in, or adjacent to, protected areas and to comply with any local regulation linked to
areas of high biodiversity value outside ­biodiversity protection.
protected areas
304-2 Significant impacts of activities, 78-79 Swissport is fully committed to meeting its 12, 15 7, 8
­products, and services on biodiversity customers’ into-plane, GSE fueling, and fuel-
storage needs in a manner consistent with a
clean environment. It is our key environmental
concern and our goal to protect the biospheres
around our operations as well as to prevent
any fuel releases.
304-3 Habitats protected or restored At Swissport, our strategy and operations aim 12, 15 7, 8
to comply with any local regulation linked to
­biodiversity protection.
GRI 305: Emissions
3-3 Management of material topic 54-61 7, 12, 13, 15 7-9
305-1 Direct (Scope 1) GHG emissions 74-77 7, 12, 13, 15 7-8
305-2 Energy indirect (Scope 2) GHG emissions 74-77 7, 12, 13, 15 7-8
305-3 Other indirect (Scope 3) GHG emissions 74-77 7, 12, 13, 15 7-8
305-4 GHG emissions intensity 74-77 7, 12, 13, 15 7-8
305-5 Reduction of GHG emissions 61, 74-77 7, 12, 13, 15 7-9
305-6 Emissions of ozone-depleting substances At Swissport, we decided to focus on carbon 7, 12, 13, 15 7-8
(ODS) emissions as a first priority since they represent
the main part of our footprint. Based on the
­double materiality matrix we will evaluate whether
these air pollutants are material or not.
305-7 Nitrogen oxides (NOX), sulfur oxides At Swissport, we decided to focus on carbon 7, 12, 13, 15 7-8
(SOX), and other significant air emissions emissions as a first priority since they represent
the main part of our footprint. Based on the
­double materiality matrix we will evaluate whether
these air pollutants are material or not.
96 APPENDICES Swissport International AG

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 306: Waste
3-3 Management of material topic 54-61 7, 8
306-1 Waste generation and significant waste- 78-79, 81 12, 15 7, 8
related impacts
306-2 Management of significant waste-­ 78-79, 81 12, 15 7, 8
related impacts

GRI 400: Social

GRI 401: Employment
3-3 Management of material topic 54-61 1, 3, 8 6
401-1 New employee hires and employee 62, 70 In 2022 alone, Swissport successfully hired 1, 3, 8 6
turnover 40,000 new employees.
401-2 Benefits provided to full-time employees 67 Swissport complies with all local legislation 1, 3, 8 6
that are not provided to temporary or in terms of benefits.
part-time employees
401-3 Parental leave Swissport follows all local guidance and require- 1, 3, 8 6
ments for employee parental leave. Our parental
leave benefits are dictated by employment
location and status due to the nature of our
global business.
GRI 402: Labor/management relations
3-3 Management of material topic 54-61 3
402-1 Minimum notice periods regarding 66-67 8 3
­operational changes
GRI 403: Occupational health and safety
3-3 Management of material topic 54-61 1
403-1 Occupational health and safety 42, 63-65 3, 8, 12
­management system
403-2 Hazard identification, risk assessment, 42, 63-65 3, 8, 12
and incident investigation
403-3 Occupational health services 42, 63-65 3, 8, 12
403-4 Worker participation, consultation, 42, 63-65 3, 8, 12
and communication on occupational
health and safety
403-5 Worker training on occupational health 63, 68-69 3, 4, 8, 12
and safety
403-6 Promotion of worker health 84-85 Our data protection policy had been previously 3, 8, 12
rolled out globally. The policy is part of a man-
datory training course for all employees, which
needs to be refreshed every two years.
403-7 Prevention and mitigation of occupational 42-43, 49, 3, 8, 12
health and safety impacts directly linked 52-53, 54-55, 57
by business relationships
Company Report 2022 APPENDICES 97

UN GC
GRI STANDARDS Page Comment SDGs Principle
403-8 Workers covered by an occupational 63, 89 Precise number not available – at Swissport, 3, 8, 12
health and safety management system ensuring the health and safety of our employees
and aviation collaboration partners is our utmost
priority. To achieve this, we adhere to the highest
standards of occupational health and safety in
our daily service delivery. Our global standards are
in alignment with international industry bench-
marks such as the International Civil Aviation
Organization (ICAO), IATA Ground Operations
Manual (IGOM), IATA Safety Audit for Ground
Operations (ISAGO), ISO 9001, and ISO 45001.
403-9 Work-related injuries 65 At this moment in time, Swissport only reports 3, 8, 12
on the lost-time injury frequency rate and the lost-­
time injury severity rate.
403-10 Work-related ill health 65 At this moment in time, Swissport only reports 3, 8, 12
on the lost-time injury frequency rate and the lost-
time injury severity rate.
GRI 404: Training and education
3-3 Management of material topic 54-61 6
404-1 Average hours of training per year per 68-69 4, 8 6
employee
404-2 Programs for upgrading employee skills 68-69, 83-84 For every 100 hours worked, our operational 4, 8 6
and transition assistance programs employees receive 3.2 hours of training from
Swissport, including basic training, specialized
qualifications, and refresher courses.
404-3 Percentage of employees receiving regular Precise number not available – Swissport aims 4, 8 6
performance and career development to be the most competitive and fair employer
reviews in the market. This is reflected in our compen-
sation strategy. We offer our employees equal
opportunities in terms of recognition and career
advancement.
GRI 405: Diversity and equal opportunity
3-3 Management of material topic 54-61 1, 6
405-1 Diversity of governance bodies and 72 Swissport strongly believes that diversity within 5, 8, 10 6
employees our workforce is a fundamental strength that
­underpins our successful business operations across
our 292 global locations. Our employees represent
a rich tapestry of genders, ethnicities, religions, and
other diverse backgrounds, all converging under
the umbrella of a global company. This diversity is
evident at every station where we operate, offering
a vibrant snapshot of our inclusive environment.
For instance, our Zurich head office alone employs
colleagues from 28 different nations.
98 APPENDICES Swissport International AG

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 406: Non-discrimination
3-3 Management of material topic 54-61 6
406-1 Incidents of discrimination and corrective 70, 83 Due to confidentiality clauses, this is not in- 5, 8, 10 6
actions taken formation we can disclose in detail. However,
resolution of audit issues raised is part of the
bonus criteria for employees since January 2023.
At Swissport, we also acknowledge the legiti­
mate role of trade unions and employee repre-
sentatives and have established appropriate
mechanisms to enable the effective representation
of employees.
GRI 407: Freedom of association and
collective bargaining
3-3 Management of material topic 54-61 2, 3
407-1 Operations and suppliers in which the 67, 86-87 8, 10 2, 3
right to freedom of association and
collective bargaining may be at risk
GRI 408: Child labor
3-3 Management of material topic 54-61 5
408-1 Operations and suppliers at significant 86-87 3, 8, 10, 12 5
risk for incidents of child labor
GRI 409: Forced or compulsory labor
3-3 Management of material topic 54-61 4
409-1 Operations and suppliers at significant 86-87 3, 8, 10, 12 4
risk for incidents of forced or compulsory
labor
GRI 410: Security practices
3-3 Management of material topic 54-61
410-1 Security personnel trained in human Precise number not available – at Swissport, we 3, 4, 8
rights policies or procedures consider training and employee development as
vital components for nurturing a skilled workforce,
delivering excellent service to our customers, and
ensuring the safety of our employees. We invest
in training programs across all organizational
levels, aiming to enhance our employees’ qualifi­
cations.
GRI 413: Local communities
3-3 Management of material topic 54-61 1
413-1 Operations with local community We initiated the process of developing a double 8, 11, 16 1
engagement, impact assessments, and materiality matrix to include in the 2023 report.
development programs The current materiality matrix has been augmented
with 16 complementary interviews.
413-2 Operations with significant actual and We initiated the process of developing a double 8, 11, 16 1
potential negative impacts on local materiality matrix to include in the 2023 report.
communities The current materiality matrix has been augmented
with 16 complementary interviews.
Company Report 2022 APPENDICES 99

UN GC
GRI STANDARDS Page Comment SDGs Principle
GRI 414: Supplier social assessment
3-3 Management of material topic 54-61 2
414-1 New suppliers that were screened using 86-87 8, 12 2
social criteria
414-2 Negative social impacts in the supply 86-87 We initiated the process of developing a double 8, 12 2
chain and actions taken materiality matrix to include in the 2023 report.
The current materiality matrix has been augmented
with 16 complementary interviews.
GRI 415: Public policy
3-3 Management of material topic 54-61
415-1 Political contributions Swissport supports and promotes international 16, 17
organizations that encourage sustainable
development and is an active member of the UN
Global Compact initiative.
GRI 416: Customer health and safety
3-3 Management of material topic 54-61
416-1 Assessment of the health and safety im- 42-43, 63-65, 89 The Swissport Management System has been 3, 8, 12
pacts of product and service categories ISO 9001:2015 certified since 1999. Currently,
15 locations are ISO 9001:2015 certified under a
global multi-site agreement, including the head
office. Seventeen locations are equipped with an
ISO 14001-certified environmental management
system. In addition, 17 locations implemented
ISO 45001-certified management systems for
health and safety.
416-2 Incidents of non-compliance concerning Due to confidentiality clauses, we are not able 3, 8, 12
the health and safety impacts of products to disclose this information. However, we will
and services continue to work relentlessly toward our zero-­
accident target.
GRI 417: Marketing and labeling
3-3 Management of material topic 54-61
417-1 Requirements for product and service As a service provider, the information on our 8, 12
information and labeling impacts are made available on our website,
more specifically in our sustainable development
reports, and our efforts are awarded by the
certifications we renew each year.
417-2 Incidents of non-compliance concerning We aim to comply with every regulation that applies 8, 12
product and service information and to our activities, including disclosing information on
labeling our sustainable development strategy and efforts.
417-3 Incidents of non-compliance concerning We aim to comply with every regulation that applies 8, 12
marketing communications to our activities, including disclosing information on
our sustainable development strategy and efforts.
GRI 418: Customer privacy
3-3 Management of material topic 54-61
418-1 Substantiated complaints concerning 84-85 Swissport deals with sensitive customer data 8, 12
breaches of customer privacy and losses such as, for example, air freight documents and
of customer data passenger data. Most of this data is handled
electronically, which makes IT security one of
Swissport’s most crucial responsibilities within
our data protection management activities. We
are aiming for our data center to be certified
according to ISO 27000 by the end of 2023.
100 APPENDICES Swissport International AG

ABOUT THE REPORT CREDITS

The aim of this report is to provide stakeholders Published by

with relevant and transparent information about Swissport International AG
our business and sustainability performance, Christoph Meier
including management systems and selected KPIs. VP Group Communications & Brand Management
The present report focuses on the year 2022, with
more recent events in 2023 occasionally also covered. Editorial team
Christoph Meier, Editor-in-Chief
The editorial deadline was 30 September 2023. Manuel Berger
Maria Künzi
The next report will be published by mid-2024. Gregory Wen

Concept, text, and design

DennerleinBrands GmbH,
Frankfurt am Main, Germany

Photos
Alfredo Falcone / LaPresse,
Rome, Italy
Dominik Baur / Fotostudio Bauer,
Bülach, Switzerland
iStock.com / Farknot_Architect
iStock.com / filadendron
sittipong_srikanya / iStock /
Getty Images Plus via Getty Images
Jay Yuno / E+ via Getty Images
Oliver Rösler / oro photography,
Rödermark, Germany
Rachida Maroukisse /Air Cargo Belgium,
Brussels, Belgium
Stuart Bailey / Stuart Bailey Photography,
Birmingham, UK
Thomas Egli,
Zurich, Switzerland

Notes
The terms Swissport International AG, Swissport,
Swissport Group, and the Group are used synony­
mously in this report, unless otherwise explicitly
stipulated. The use of any content (text, image, or
video), even in excerpts, requires the written per­
mission of the publisher and includes the obliga­
tion to cite Swissport International AG as the source.
We also ask that a specimen copy be sent to us.
Company Report 2022 APPENDICES 101

CONTACT

Swissport International AG
Group Communications
P.O. Box 5
8058 Zurich Airport
Switzerland

+41 43 815 00 22
[email protected]
swissport.com