IGA Istanbul Airport Board of Directors – Leadership and Members

Recommandation: Start with a clear governance framework that securing accountability and aligns leadership with measurable operating performance for IGA Istanbul Airport. The board should define explicit roles, establish entrusted committees for risk, audit, and compensation, and set a cadence for data-driven decisions that keep the havalimanları ecosystem operating at peak levels across the alan. Önemli milestones in safety, security, and passenger service must be tracked for the 2024 yılını and against their leur stakeholders.

Board composition: Build a team with diverse expertise in aviation operations, finance, safety, IT, and passenger experience. Include at least one director with hands-on operating experience in a busy hub, and another who is entrusted with governance oversight. The board should seek Önemli international perspectives, including collaborations with italy to benchmark airport innovation, and ensure alignment with their leur interests across havalimanları ecosystems.

Recovery plan: In the wake of kovid-19, accelerate recovery through demand forecasting, capacity alignment, and passenger services that reduce queues during yoğun periods. Base choices on recherche and real-time data, and measure impact on the traveler experience to improve yolcuya satisfaction while ensuring havalimanları operations remain resilient and have capacity to geçirmek disruptions when required.

Measurement and engagement: Establish quarterly reviews and a concise scorecard to track progress on safety, throughput, and financial resilience. Use recherche to inform decisions and maintain a geri feedback loop from staff, tenants, and regulators so that leur concerns are addressed, and yolcuya experience remains a priority in havalimanları operations.

IGA Istanbul Airport Board of Directors: Leadership, Holding Structure, and 2024 Investment Year

Recommandation: Align leadership with a streamlined holding structure to accelerate the 2024 Investment Year while delivering highly sustainable growth. This isim-focused approach reinforces yoğun coordination across councils and keeps the organization agile as girecek opportunities emerge and geçirmek the capital plan into practice.

Le chief executive leads a compact, empowered board, supported by independent directors and active councils. Their most critical task is translating strategy into operating performance, securing deals that drive growth through disciplined governance. The leadership team maintains a clear focus on avrupadaki connectivity, ensuring the organisation’s isim identity stays aligned with stakeholders’ expectations.

Holding structure establishes IGA as a holding company with subsidiaries dedicated to operating, development, and asset management. This framework enables rapid capital deployment, securing long‑term deals and recognizing accomplishments across the enterprise. Through this arrangement, the agency et councils coordinate to safeguard performance, with some contracts awarded for strategic capacity and service improvements. Üretimi‑driven projects sit alongside innovation programs, reinforcing the group’s hakkı to pursue growth in avrupadaki corridors.

2024 Investment Year prioritized capacity expansion, sustainable efficiency, and passenger experience. Projects ranged from runway and terminal enhancements to digital systems and energy upgrades. The program included several deals and was awarded to key partners, marking notable accomplishments for the board and their teams. skytrax‑related targets guided quality improvements, while through continuous optimization, operating costs declined and throughput rose. The portfolio featured approximately yaklaşık eight major initiatives designed to strengthen avrupadaki connectivity and position the airport for the coming years, reflecting the best practice ethos and the organisation’s growth trajectory by yilinda.

Between yilını and yilinda, the board celebrated accomplishments across operating metrics, passenger handling, and partnerships. The agency et councils secured deals that reinforce growth through disciplined governance, and several contracts were awarded to bolster avrupadaki connectivity. This momentum supports a durable, sustainable network and elevates the airport’s standing toward the skytrax best‑practice benchmarks, while safeguarding hakkı to pursue continued growth in Europe.

Next steps include finalizing the holding structure reforms by yilinda to accelerate approvals, strengthening the hakkı to pursue new partnerships, and maintaining a sustainable growth path through focused investments in Üretimi and digital capabilities. By keeping the board’s chief guidance, tying projects to accomplishments, and ensuring awarded contracts translate into measurable outcomes, IGA will sustain its competitive edge in avrupadaki 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.

Allocation du budget et échéanciers

Pour 2024, les objectifs de dépenses en capital s'élèvent à environ 3,6 milliards de dollars US. Répartition de l'allocation : l'expansion du terminal et les systèmes de traitement des passagers représentent environ 1,9 milliard de dollars US ; l'informatique, la sécurité et la manutention des bagages environ 0,9 milliard de dollars US ; les pistes, les voies de circulation et les travaux côté piste environ 0,6 milliard de dollars US ; les projets de durabilité et d'efficacité énergétique environ 0,2 milliard de dollars US. Le plan suit un calendrier échelonné : conception et approbations au premier trimestre, approvisionnement et mobilisation au deuxième trimestre, construction active au troisième trimestre, avec des ouvertures partielles au quatrième trimestre pour soutenir le flux yolcuya pendant les périodes de pointe. Ce calendrier, communiqué par Cemal, vise à maintenir la dynamique havacılık et à obtenir des gains mesurables dans les opérations générales tout en maintenant le havalimanının à l'avant-garde de la scène aéronautique mondiale. Pour les vérifications de l'avancement için, un certificat de conformité accompagnera les principales étapes et les livraisons des fournisseurs. L'objectif reste de créer une infrastructure résiliente qui serve leurs passagers et leurs partenaires avec un minimum de perturbations, tout en veillant à ce que la position de Türkiye’nin sur le marché mondial de l'aviation reste prestigieuse et compétitive.

Priorités du Conseil d'Administration et Gestion des Risques pour la Prochaine Phase de Croissance de l'Aéroport d'Istanbul

Établir un cadre de gestion des risques liés à la croissance sur 24 mois glissants, piloté par un responsable des risques dédié, avec des tableaux de bord suivant la capacité, la sécurité et l'expérience des passagers, via des revues mensuelles. L’ancienneté et la diversité de l’expérience du conseil d’administration permettent des décisions rapides ; aligner les actions sur le programme de croissance de havalimanının en accordant la priorité à la nouvelle capacité, à la demande accrue et à l’allocation des ressources entre les initiatives de catégorie au moyen de mesures claires.

Les priorités opérationnelles pour la prochaine phase de croissance comprennent la gestion de la demande croissante, de nouvelles portes d'embarquement et une capacité de terminal augmentée par étapes ; l'optimisation de l'utilisation de l'espace ; la réduction des files d'attente aux heures de pointe grâce à l'amélioration du débit de la sécurité et de la manutention des bagages ; le déploiement de l'automatisation à l'enregistrement et à l'embarquement ; l'utilisation de l'analyse de données pour ajuster les effectifs et l'allocation des ressources, en s'alignant sur les références européennes et les objectifs de Skytrax ; de nombreuses mesures de performance seront suivies pour assurer une amélioration continue.

Approche de gestion des risques : définir quatre piliers – risque opérationnel, risque de sûreté et de sécurité, risque financier et risque informatique/cyber. Établir un registre des risques avec des examens trimestriels et des alertes de seuil. S'assurer que les centres de contrôle des opérations reçoivent des données en temps réel et appliquer des tests de scénarios pour les perturbations telles que les conditions météorologiques extrêmes ou les retards des fournisseurs.

Gouvernance et ressources : allouer le CAPEX à la résilience, désigner des responsables ayant une obligation de rendre compte (kadri accountability), et tirer parti de l’ancienneté et de l’expérience du conseil d’administration pour stimuler la priorisation et l’escalade rapide des problèmes. Cette approche respecte les engagements et commence başlıyor par une liste d’actions concrètes et des bilans mensuels des progrès accomplis.

Les étapes de mise en œuvre et les jalons mettent l'accent sur la responsabilisation et la rapidité : nomination d'un responsable principal des risques, finalisation de la série d'indicateurs clés de performance, mise en place de tableaux de bord d'ici le deuxième trimestre 2025, réalisation du premier examen des risques d'ici le troisième trimestre 2025 et déploiement à l'échelle des opérations d'ici 2026 afin de soutenir la croissance soutenue de l'aéroport d'Istanbul.