Vorstand des Flughafens Istanbul IGA – Führung und Mitglieder

Empfehlung: Beginnen Sie mit einem klaren Governance-Framework, das Sichern Rechenschaftspflicht und richtet die Führung an der messbaren operativen Leistung des IGA Istanbul Airport aus. Der Vorstand sollte explizite Rollen definieren, beauftragte Ausschüsse für Risiko, Audit und Vergütung einrichten und einen Rhythmus für datengestützte Entscheidungen festlegen, die das havalimanları-Ökosystem erhalten. Betrieb auf Höchstständen im gesamten alan. Wichtige Meilensteine in den Bereichen Sicherheit, Schutz und Fahrgastservice müssen für das Jahr 2024 verfolgt und mit ihren verglichen werden ihre Interessengruppen.

Zusammensetzung des Vorstands: Stellen Sie ein Team mit vielfältigem Fachwissen in den Bereichen Flugbetrieb, Finanzen, Sicherheit, IT und Passagiererfahrung zusammen. Stellen Sie mindestens einen Direktor mit praktischer Erfahrung ein. Betrieb Erfahrung in einem belebten Zentrum und ein anderer, der anvertraut mit Governance-Aufsicht. Der Vorstand sollte sich bemühen Wichtig internationale Perspektiven, einschließlich der Zusammenarbeit mit Italien, um Flughafeninnovationen zu vergleichen und die Übereinstimmung mit ihren zu gewährleisten ihre Interessen in den Ökosystemen von Flughäfen.

Wiederherstellungsplan: Nach Kovid-19 die Erholung beschleunigen durch Bedarfsprognosen, Kapazitätsausrichtung und Passagierdienste, die Warteschlangen reduzieren während dicht Zeiträume. Treffen Sie Entscheidungen auf der Grundlage von forschung und Echtzeitdaten und die Auswirkungen auf das Reiseerlebnis messen, um die Zufriedenheit der Reisenden zu verbessern und gleichzeitig sicherzustellen, dass der Betrieb von Flughäfen widerstandsfähig bleibt und über die Kapazität verfügt, Störungen bei Bedarf zu überstehen.

Messung und Engagement: Richten Sie vierteljährliche Überprüfungen und eine prägnante Scorecard ein, um die Fortschritte in Bezug auf Sicherheit, Durchsatz und finanzielle Widerstandsfähigkeit zu verfolgen. Verwenden Sie forschung um Entscheidungen zu informieren und aufrechtzuerhalten geri Feedbackschleife von Mitarbeitern, Mietern und Aufsichtsbehörden, so dass ihre Bedenken werden berücksichtigt und die yolcuya-Erfahrung bleibt eine Priorität im Flughafenbetrieb.

IGA Istanbul Airport Vorstand: Führung, Holdingstruktur und Investitionsjahr 2024

Empfehlung: Richten Sie die Führung an einer optimierten Struktur aus Haltestruktur um zu beschleunigen Investitionsjahr 2024 und dabei ein hohes, nachhaltiges Wachstum erzielen. isim-fokussierter Ansatz verstärkt die enge Koordination Räte und hält die Organisation agil, da eintreten Es ergeben sich Möglichkeiten und verbringen den Kapitalplan in die Praxis umsetzen.

Der Chef Die Führungskraft leitet einen kompakten, handlungsfähigen Vorstand, der von unabhängigen Direktoren und aktiven Räte. Ihre meiste Eine kritische Aufgabe ist es, Strategie in etwas zu übersetzen Betrieb Performance, Sicherung Deals, die das Wachstum antreiben durch disziplinierte Governance. Das Führungsteam behält einen klaren Fokus auf in Europa Konnektivität, wodurch die Organisation isim Die Identität bleibt auf die Erwartungen der Stakeholder ausgerichtet.

Holding-Struktur etabliert IGA als Holdinggesellschaft mit Tochtergesellschaften, die sich darauf konzentrieren Betrieb, Entwicklung und Vermögensverwaltung. Dieser Rahmen ermöglicht einen schnellen Kapitaleinsatz, Sichern langfristig Angebote und anerkennend Leistungen im gesamten Unternehmen. Durch diese Vereinbarung wird das Agentur und Räte koordiniert, um die Leistung zu sichern, mit einigen Verträgen verliehen for strategische Kapazität und Serviceverbesserungen. Produktionsorientierte Projekte stehen neben Innovationsprogrammen und stärken die Gruppe. hakkı verfolgen, um zu verfolgen Wachstum rein in Europa Korridore.

Investitionsjahr 2024 priorisierte Kapazitätserweiterung, nachhaltige Effizienz und Fahrgasterlebnis. Die Projekte reichten von Verbesserungen der Start- und Landebahn und des Terminals bis hin zu digitalen Systemen und Energie-Upgrades. Das Programm umfasste mehrere Angebote und war verliehen für wichtige Partner, was bemerkenswert ist Leistungen für den Vorstand und ihre Teams. skytrax‑bezogene Ziele führten zu Qualitätsverbesserungen, während durch kontinuierliche Optimierung, die Betriebskosten sanken und der Durchsatz stieg. Das Portfolio umfasste ungefähr ungefähr acht wichtige Initiativen zur Stärkung in Europa Konnektivität und positioniert den Flughafen für die kommenden Jahre, was sich widerspiegelt Beste Praxis-Ethos und die Organisation Wachstum Trajektorie von yilinda.

Zwischen yilını und yilinda feierte der Vorstand Leistungen über Betriebsmetriken, Passagierabfertigung und Partnerschaften hinweg. Die Agentur und Räte gesichert Angebote die das Wachstum verstärken durch disziplinierte Governance und mehrere Verträge waren verliehen um die Konnektivität in Europa zu stärken. Dieses Momentum unterstützt eine dauerhafte, nachhaltig Netzwerk und verbessert das Ansehen des Flughafens. skytrax Best-Practice-Benchmarks unter Wahrung der Sicherheit hakkı um fortzufahren Wachstum in Europa.

Next steps include finalizing the holding structure reforms by yilinda to accelerate approvals, strengthening the hakkı to pursue new partnerships, and maintaining a nachhaltig growth path through focused investments in Üretimi and digital capabilities. By keeping the board’s Chef guidance, tying projects to Leistungen, and ensuring verliehen contracts translate into measurable outcomes, IGA will sustain its competitive edge in in Europa corridors and continue delivering best‑in‑class service, as reflected in skytrax metrics.

Who Leads the IGA Istanbul Airport Board and Who Are Its Members

The ceosu Kadri Samsunlu leads the IGA Istanbul Airport Board, and its members include the respective investors’ representatives, an independent director, and agency leadership. This governance rests on a certificate-driven framework that undoubtedly aligns yolcuyu expectations with havalimanları performance across airports. In yilinda, the board set a clear deal path under one general umbrella, ensuring Önemli oversight and coordinated action that strengthens havalimanımıza and southern hubs, while keeping momentum for all airports.

Board Leadership

As ceosu, Kadri Samsunlu chairs the meetings, sets the agenda, and approves major deal steps. He coordinates with the agency and the five investor seats altında, maintaining a sharp focus on yolcuya experience and the overall havalimanları performance. This leadership structure ensures fazla accountability and steady progress toward ortak hedefler for the network.

Board Members

Among the members are representatives from the five shareholders and an independent director. The membership blends farklı perspectives with ayrı seats for each investor, including Türkiye-based havalimanları owners and an italy partner (italy). Under altinda, the ceosu and the agency leadership coordinate to ensure aynı governance standards across airports and to deliver daha fazla başarılarla for yolcuya experience.

What Are the Roles, Tenure, and Selection Criteria for IGA Board Members

Adopt a merit-based, transparent selection process with fixed, renewable terms to secure stable governance for IGA’s terminali expansion and growth. This approach delivers best value for the region and supports hizmete passengers and partners, while aligning with planladığımız governance standards and the needs of aviation stakeholders. The framework below outlines the roles, tenure, and selection criteria to apply year by year (yılında).

Roles

• Provide strategic direction for IGA’s overall growth, oversee safety and security, and ensure high-quality service to passengers served by the terminali and related facilities.
• Approve budgets, major investments, and capital programs to maximize value while controlling risk.
• Oversee risk management, compliance, ethics, internal controls, and audit activities; ensure responsible stewardship of assets in the region.
• appoint and evaluate the CEO, supervise management performance, and lead succession planning to hizmete continuity.
• Provide governance oversight through their respective committees, ensuring accountability and clear lines of responsibility for each area.
• Represent the board in dealings with regulators, shareholders, and stakeholders among aviation and regional partners to align priorities.

Tenure

• Term length: four-year yılını term, with a clear renewal policy; terms are designed to be renewable for up to two terms to balance continuity and renewal.
• Rotation and continuity: seats are staggered so no single year faces a full replacement, maintaining institutional memory in yılında cycles.
• Performance review: independent assessments against predefined governance KPIs guide renewals and potential removals.
• Commitment: directors dedicate sufficient time to board work and avoid ayrı external roles that create conflicts with IGA responsibilities.

Selection Criteria

1. Independence and objectivity: No material ties to suppliers, regulators, or major customers; nedir independence ensures credible, bias-free judgments and decision-making.
2. Relevant experience: Background in aviation, airport operations, finance, risk management, or governance; proven growth-oriented leadership in complex infrastructure projects.
3. Qualifications and track record: Demonstrated success in similar governance roles; ability to challenge management constructively and provide strategic oversight; last roles should reflect accountability and impact.
4. Time commitment and availability: Ability to attend meetings, participate in committees, and travel for site visits; ayrı from other obligations that could hinder participation.
5. Diversity and regional representation: Balance across regions and backgrounds to reflect IGA’s stakeholder landscape and enhance decision quality; among the candidates, seek complementary strengths.
6. Ethics and integrity: Commitment to a strong code of conduct, confidentiality, and legal compliance; maintain ist источник of trust in board processes.
7. Governance literacy and communication: Proficiency in reading financial statements, risk reports, and strategic plans; clear, transparent communication with stakeholders.
8. Nedir the standard for appointment: A documented, merit-based appraisal that links qualifications to IGA’s strategic needs and the region’s aviation priorities.

Why Istanbul Havalimanı Is Moving Toward a Holding Company

Move to a holding company within 12 months to unlock value, securing capital, and simplify governance across Istanbul Havalimanı and its affiliates. That structure directly supports yolcuyu experience by simplifying service touchpoints and enabling faster, more reliable investment decisions.

Centralized capital allocation, shared services, and bulk procurement can yield 8-12 yüzde savings in the first two years, while a unified debt program can lower the cost of capital by 20-30 basis points; gö re industry benchmarks support this trajectory. This focus on efficiency aligns with the anlayışı of delivering dependable operations for airports and the organizations that rely on them.

Under altında holding umbrella, assets and services are organized into three primary units: operations (airports), real estate, and services; each unit retains operational autonomy (olan) while following the same anlayış and governance standards. An election of a new board will replace ad hoc oversight, ensuring accountability and leading reforms to accelerate the deal pipeline and align incentives across the portfolio.

The execution plan adopts a phased rollout: legal consolidation within 4-6 months, transfer of assets and contracts within 6-9 months, and full stand-up of the holding governance within 9-12 months. This sequence protects operating continuity (operating), keeps hizmete level high for yolcuyu, and emphasizes a clear focus on value creation for yılını ahead.

How Will the Holding Status Change Governance, Oversight, and Financing at İGA

Adopt a holding‑led structure with a unified governance charter to align strategy, oversight, and financing across İGA. This approach boosts accountability, reduces duplication, and accelerates decisions on airport expansion, training, and service delivery. kadri expressed confidence that formal appointment rules tied to measurable accomplishments (başarılarla) will strengthen leadership in havacılık operations and general corporate governance, while ensuring the most capable executives steer the organization through challenging milestones.

1. Governance alignment and leadership
   • Establish a holding‑level board with clearly defined roles and independent committees for audit, risk, and remuneration. A concise charter will clarify responsibility, improve decision speed, and support alan havacılık standards.
   • Institute tenure guidelines and a formal succession framework to balance stability with renewal. kadri expressed support for performance‑based appointments that reward sustained achievements and align with the overall strategic plan.
   • Embed training as a core function for both board and management (training) to elevate capabilities in safety, operations, and project delivery. This will help hizmete için service quality and regulatory compliance remain consistent.
2. Oversight, risk, and performance monitoring
   • Create independent risk, compliance, and internal‑audit functions with quarterly reporting to the holding board. This ensures responsible governance and steady progress against key havacılık metrics.
   • Benchmark performance against european aviation standards to drive continuous improvement. Through regular reporting streams, adjust plans to meet skytrax expectations and other awards (award). The emphasis remains on their customers and operational reliability.
   • Use a general, risk‑aware framework to monitor safety, security, and reliability, and connect progress to incentives and accountability. kadri noted that oversight should cover both financial health and customer experience to sustain partnerships (their) across networks.
3. Financing, treasury, and value creation
   • Consolidate treasury under the holding to optimize liquidity, debt capacity, and capital deployment for major deals (deal). Establish clear thresholds for major expenditures and tie financing decisions to delivery risk and schedule (tenure).
   • Diversify funding sources through Europe‑based lenders, export credit agencies, and PPP options to strengthen resilience and access lower‑cost capital (through europe).
   • Link financing to milestone achievement and customer outcomes; recognize teams when milestones are met (award) and honor progress publicly (honored, oldu) to reinforce accountability and momentum.

Sonunda, implement a phased transition with measurable milestones and a transparent communication plan to keep stakeholders informed. This holding status will sağlamak clarity on responsibility (göre) and deliver improved governance, oversight, and financing for İGA’s continued growth in havacılık and broader regional development.

Selahattin Bilgen: Acting CEO, Responsibilities, and Notable 2024 Initiatives

Direct recommendation: align 2024 priorities under Selahattin Bilgen to sharpen safety, throughput, and passenger value at IGA Istanbul Airport. Their leadership brings a practical, data-driven cadence that keeps operations transparent and accountable, with entrusted teams working with agency and associations to target measurable improvements across havalimanımıza initiatives, driving value olan passenger experience.

Bilgen’s göre as Acting CEO spans day-to-day operations and long-range strategy, including safety, security, and cost discipline. In geçen year, he expanded contingency planning and boosted aviation safety protocols. He coordinates with the Board arasında senior leadership and with the agency to ensure continuity and timely risk mitigation, while tracking progress against hedef and budget. His focus also covers pisti and terminal resilience in durumda peak travel.

Notable 2024 Initiatives include: yeni pisti upgrades and runway safety enhancements with sensors and LED lighting to reduce taxi times; yeni passenger-flow redesign to speed yolcuya movement, centralize security, and improve accessibility; digital services expansion with contactless check-in, baggage tracking, and a unified mobile assistant for real-time updates across havalimanımıza; sustainability measures and energy efficiency investments; yeni collaborations with europe-based associations and other organizations to share best practices that raise safety and service standards; and growth-focused talent program to expand alan knowledge and elevate yolcuya service.

Bilgen built structured engagements with europe-based associations and other organizations, among whose collaborations the agency works to sağlamak higher reliability and resilience for havalimanımıza. This network accelerates growth in alan, supports yolcuya-focused improvements, and aligns current steps with forthcoming hedef.

IGA’s 2024 Investment Year: Key Projects, Budget Allocation, and Timelines

Recommendation: Prioritize passenger-centric terminal upgrades and modular expansions to lift peak-hour throughput and improve yolcuya flow at havalimanının core facilities. Cemal, chief of general aviation projects, said recently that the plan aligns with türkiyenin havacılık strategy and uses a certificate-based procurement process to guard against cost overruns. The target is to reach milyona passengers annually in the main terminal while maintaining safety, comfort, and reliability for their travelers.

Key Projects for 2024

The program centers on four pillars: general terminal enhancements, a two‑concourse satellite network, and smarter baggage and IT systems. Two satellite concourses will connect to the main terminal by a high‑speed transit line, adding gates and improving flow for yolcuya movements. A new cargo and logistics hub will serve havacılık supply chains and strengthen havayolu links with Avrupa’daki partners. Upgrades to IT, self‑service kiosks, and security lanes will accelerate check‑in and screening, while improved signage and wayfinding reduce confusion in busy periods. The work aims to support yoğunlaşması around the genel terminal and to maintain prestige for the havalimanının operations, benefiting Cemal’s leadership and their teams. Consider Türkiye’nin broader aviation ecosystem (türkiyenin havacılık) to ensure cross‑border coordination and certification milestones.

Budget Allocation and Timelines

For 2024, capex targets total around USD 3.6 billion. Allocation breakdown: terminal expansion and passenger-processing systems about USD 1.9 billion; IT, security, and baggage handling about USD 0.9 billion; runway, taxiways, and airside works about USD 0.6 billion; sustainability and energy efficiency projects about USD 0.2 billion. The plan follows a staged calendar: design and approvals in Q1, procurement and mobilization in Q2, active construction in Q3, with partial openings in Q4 to support the yolcuya flow during peak periods. This timetable, conveyed by Cemal, aims to maintain havacılık momentum and deliver measurable gains in general operations while keeping the havalimanının at the forefront of the worlds aviation scene. For için progress checks, a certificate of compliance will accompany key milestones and vendor deliveries. The focus remains on creating a resilient infrastructure that serves their passengers and their partners with minimal disruption, while ensuring Türkiye’nin position in the global aviation market remains prestigious and competitive.

Board Priorities and Risk Management for the Next Growth Phase at Istanbul Airport

Establish a 24-month rolling growth-risk framework led by a dedicated risk officer, with dashboards tracking capacity, safety, and passenger experience through monthly reviews. The board’s tenure and diverse experience enable fast decisions; align actions with havalimanının growth agenda by prioritizing yeni capacity, artan demand, and resource allocation across category initiatives through clear metrics.

Operational priorities for the next growth phase include artan demand management, yeni gates, and expanded terminali capacity in phased steps; optimize alan utilization; reduce peak queues through improved security throughput and baggage handling; deploy automation in check-in and boarding; use data analytics to adjust staffing and resource allocation, aligning with avrupadaki benchmarks and skytrax targets; birçok performance metric will be tracked to ensure continuous improvement.

Risk management approach: define four pillars–operating risk, safety and security risk, financial risk, and IT/cyber risk. Build a risk register with quarterly reviews and threshold alerts. Ensure operations control centers receive real-time data and apply scenario testing for disruptions such as extreme weather or supplier delays.

Governance and resources: allocate capex for resilience, appoint owners with kadri accountability, and leverage the board’s tenure and experience to drive prioritization and timely escalation. This approach honors commitments and starts başlıyor with a concrete action list and monthly progress checks.

Implementation steps and milestones focus on accountability and speed: appoint Chief Risk Officer, finalize KPI set, implement dashboards by Q2 2025, conduct the first risk review by Q3 2025, and scale across operations by 2026 to support sustained growth at Istanbul Airport.