Lufthansa Consulting is expanding its engagement in Kazakhstan with a further assignment. The aviation consultancy has been commissioned by the Railway Company of Kazakhstan: Kazakhstan Temir Zholy (KTZh) to develop an airport holding strategy for 11 state airports.
The aim is to successfully develop and coordinate the country’s airport operations in line with international safety standards as well as international best practice commercial and operational management. To achieve this, the current local and regional governmental ownership will be transferred and the airports’ management and services consolidated in a new multimodal management company under the roof of KTZh. The 11 airports comprise the capital airport in Astana as well as larger and smaller regional airports in Aktobe, Atyrau, Kokshetau, Kostanay, Kyzylorda, Pavlodar, Petropavlovsk, Semipalatinsk, Shymkent and Ust-Kamenogorsk. Lufthansa Consulting will define the optimal operating model for the airport holding and develop its overall strategy.
The aviation experts will draw on their broad experience in all areas required for this project. They have proven expertise in assisting airports and airlines in Russia/CIS and world-wide in the fields of strategy, traffic forecast and master planning as well as route network, fleet planning and airport privatization processes.
Lufthansa Consulting has started the project with the technical and market analysis consisting of a status-quo assessment in all relevant fields for each airport as well as a traffic forecast that defines the strategic market segment and traffic potential per airport until 2030. In the current phase, the aviation experts are evaluating the individual airports’ optimal strategic positioning and developing the overall strategy for the holding and the airport network. In accordance with the infrastructure and equipment requirements identified in the first two phases, Lufthansa Consulting will derive the necessary investment program. Finally, the consultancy will create the organizational structure for the new management company. After summarizing all project results, the strategic action plan including ideas for a potential public-private partnership structure in line with international best practice, will form the basis for implementation.
The project started in July and is scheduled for approximately four months.