The COVID-19 pandemic had an unprecedented impact on every aspect of our operations in 2020
Passengers at our Irish airports
Dublin Airport designated as carbon neutral by the Airport Carbon Accreditation programme.
Cork Airport Highly Commended in the ACI Europe Best Airport Awards in the under 5 million passengers per year category.
ARI North America (ARINA) named America’s Travel Retailer of the Year and Airport Travel Retailer of the Year at the DFNI-Frontier Americas Awards.
daa International wins contract to operate new airport at The Red Sea Development Project in Saudi Arabia.
Where we operate
Headquartered in Dublin we have operations in 16 countries. We have airport operations at Dublin and Cork airports in Ireland and Terminal 5 at King Khalid International Airport in Riyadh, Saudi Arabia, and airport investments in Düsseldorf, Larnaca and Paphos airports.
ARI, daa’s travel retail subsidiary, has operations in 14 countries and holds the Group’s shareholding in Düsseldorf Airport and Hermes Airports. daa International offers advisory and management services internationally, leveraging the experience and expertise of daa Group.
Dublin Airport is Ireland’s gateway. During 2020 it was a key player in Ireland’s global supply chain and was the main hub for the import of essential PPE and medical equipment.
Cork Airport is Ireland’s second largest international airport. It was highly commended in the ACI Europe Best Airport Awards in the under 5 million passengers per year category. Cork Airport won this award in 2019.
ARI is the Group’s travel retail subsidiary with operations in 14 countries. It manages its own outlets in Dublin and Cork and holds the Group’s shareholding in Düsseldorf Airport and Hermes Airports.
daa International offers advisory, management and investment services to clients globally. The flagship contract is the management of Terminal 5 at King Khalid International Airport in Riyadh, Saudi Arabia.
We will rebuild our Group together, both at home and abroad
It has been a very challenging year for the Group and for all of our employees. We had to act swiftly and take some very difficult decisions to protect the business.Download PDF
Our immediate strategy, coupled with the necessary restructuring we have undertaken, will enable us to create a new daa and rebuild our business, both at home and abroad.”
The road to recovery
The COVID-19 pandemic in 2020 had had a profoundly negative impact on the aviation industry. We created a new ‘Road to Recovery’ strategy to protect our business and create the right foundations for us to rebound post-2020. These are our core areas of focus.Download PDF
Ensure we have sufficient cash and liquidity to support our operational requirements and recovery plans. Reduce our costs, limit losses and renegotiate commercial agreements.Strategy in action
- Existing credit facility was increased from €300 million to €450 million and its maturity extended until March 2026
- Raised €500m in long-term debt from bond market
- Renegotiated approximately 40% of international contracts
- Reduced cost base by approximately €186m* by proactively implementing cost mitigation measures.
Understand and adapt our passenger journey across all our operations to reflect changes due to COVID-19 and reinstil customer confidence. Work closely with our airlines, commercial customers and international partners to retain business and support resumption of services as soon as practical.Strategy in action
- Implemented a fully compliant customer journey
- Implemented passenger testing by independent operators at our Irish airports
- Obtained ACI’s Airport Health Accreditation for both Irish Airports
- Provided discounts on airport charges for aircraft parking, airbridge and cargo
Maintain a safe and secure workplace for our staff. Agree new ways of working with our staff and unions to ensure our business is agile and can respond to changes in business demand. Take steps to ensure our business is appropriately sized and structured given our changed environment and downsizing of business.Our strategy in action
- Implemented staff testing across the campus for all staff on site
- Agreed new ways of working with 93% of employees
- Implemented various technology initiatives to assist with staff working remotely
- Implemented a voluntary severance scheme in order to right-size our business
Progress with critical projects such as North Runway, Hold Baggage Screening and planning applications. Review timing of investment plan under revised passenger trajectory expectations and ensure programme is affordable.Our strategy in action
- Continued to progress critical projects
- Submitted planning application to Fingal County Council for North Runway planning
- Achieved Level3+ Carbon Neutrality for Dublin Airport under the Airport Carbon Accreditation Programme
Work collaboratively with the wider airports industry on recovery plans and engage with National and European stakeholders to ensure we have the right supports for our business and industry.Our strategy in action
- Participated in the Aviation Recovery Taskforce and provided input to Report Recommendations
- Attended various Oireachtas Special Committee sessions to explain the impact of the pandemic on our business and seek support for reopening aviation markets
- Worked collaboratively with various stakeholders throughout the year
Rebuilding our Group together
Our plan for the next 12-18 months builds upon our tactical Road to Recovery plan to ensure our business recovers from the crisis and is well positioned to seize opportunities and restore value as rapidly as possible.
Our values are the guiding principles for the way we behave and work together each day to deliver on our strategy.