Facing challenges,an ambition for 2030an ambitionfor 2030
Amplify value creation for Marseille Provence Airport and its region through more sustainable growth, more visible actions and clearer commitments
In a rapidly changing aviation world, we are transforming and reinventing ourselves to meet the challenges of tomorrow.
Reasoned connectivity
This means developing our airlines in close collaboration with stakeholders in regional attractiveness to meet the needs of our region, while promoting it internationally. It also means limiting negative externalities on local residents and optimizing airport accessibility while expanding public transport access.
Developing sustainable air traffic
Modernising our infrastructure to the highest standards
Facilitating access to the airport
Customer experience
Making the airport experience a pleasure rather than a non-value-added obligation; that's the challenge we've set ourselves. Digitizing all touchpoints to increase efficiency and meet our customers' need for empowerment, while also offering a value-added service to those who need it most, is the challenge we've set ourselves.
Promoting the local way of life
Transforming a necessary evil into a moment of pleasure
Territorial commitment
Being committed to our region means being at the heart of industrial synergies and collaboration between local stakeholders, contributing to the influence and attractiveness of our region. From a local SAF production sector and the exploitation of an entire carbon-free energy ecosystem to the implementation of a value-added land development site, there are many examples!
Reducing our CO2 emissions
Developing areas for biodiversity
Supporting innovation in the region
Boosting the local ecosystem
Human capital
Particularly at this transitional moment, where we are collectively contributing to the transformation of an entire industry, our nearly 400 employees are the direct instigators. With a commitment to being a leading employer, we intend to attract the best talent and retain them by developing each individual's skills and leadership.
Being an attractive employer
Promoting well-being at work and inclusion
Developing a managerial culture
Implement a customer-focused culture throughout the airport
Sustainable performance
Developing all of these projects require sound, controlled, and long-term budget management, combining financial and non-financial levers. Measuring and managing our non-financial value creation will lead to virtuous effects that will be reinvested in a more sustainable future.
Develop our non-aeronautical revenues
Invest in activities independent of air traffic
Maintain our ability to invest and improve value creation
Demonstrate a virtuous business model