Additionally, we can comment that part of the strategy is to increase the number of destinations and frequencies of local and international airlines. All this will provide Peruvian and international travelers with more options to travel around Peru or as an international connection point.  In general terms, more than 90% of our passengers fly to domestic destinations or to the Americas, without neglecting the growth of markets with destinations to Europe. Looking ahead (2026 - 2027), we expect growth in intercontinental services.

Once the expressway and the Santa Rosa bridge are built, the airport will have better accessibility for the thousands of passengers and users that visit it.  Access points are key factors for the growth of Jorge Chavez, an airport has to be connected to the city and ensure a pleasant and safe experience. 

How has your role as Chief Commercial Officer at Lima Airport Partners evolved since you assumed the position?

I joined the LAP team 7 years ago and, we started the planning of the new airport in 2018.  When this project was born, we established as our main objective that it should be a platform to boost air traffic, commerce and tourism. 

According to the Master Plan, we formulated the commercial strategies under two axes: Airport Retailing and Airport City. Airport City is a concept we adopted to plan real estate opportunities around the airport: basically, this model - a pioneer in Peru - considers working hand in hand with investors to build, in addition to aviation-related services, assets such as hotels, offices and warehouses, among others. Looking to the future, for example, conference and retail spaces have a lot of potential. 

In the last three years, LAP's commercial team has been able to attract new investment from third parties that have opted to establish themselves at the airport; the total amount of investment from third parties is US$400 million. In this sense, we can affirm that the commitment of all our partners and investors is admirable, since several of the contracts were signed during the Covid 19 crisis; achieving this in this scenario is a sign of the commitment to this mega investment project and the positive future vision that it entails. The next phase is the period of mobilization and opening and then we will have a period of stabilization. Once that cycle ends at the end of 2025, the airport will have great potential for growth in traffic and greater investment. 

To close the question, my role as Chief Commercial Officer has evolved in a positive way.  One of our key learnings is to value and put the customer experience at the center of the business: “customer centricty”; our market place is designed in this way to guarantee a great experience when passing through the new Jorge Chávez. Our objective of creating an international connection platform enriched each one of our commercial strategies; however, I can say that despite the challenges we have, we have managed to create an international airport that will be a source of pride for the whole country. 

What are the main growth opportunities you identify for the airport in the current aviation context?

One of the most relevant growth factors in air travel and tourism is macroeconomic growth and stability. Peru's GDP is growing more steadily than that of other major regions in Latin America and this trend is expected to continue in the future with an average annual growth of 3% between 2024 and 2027 according to the Peruvian Ministry of Economy and Finance:

 In the international market we still have a great opportunity for growth. According to the Ministry of Tourism, we expect to reach pre-pandemic levels in 2024 (3.15 million international tourists in total). We are the gateway to one of the wonders of the world: Machu Picchu in Cuzco. 

Internal marketing strategies are being developed to encourage domestic and outbound tourism, which will increase steadily over time as the capacity of the terminal and runway increases. 

How is the airport preparing for the expected increase in passengers in the coming years?

The new Jorge Chávez will continue to grow to meet the expected passenger demand, so we will increase capacity to 30M passengers at opening and 40M by 2026. This represents a significant increase considering that in 2023 we closed with about 21.3 million passengers in total.

In addition, with the increase in terminal capacity and runway operations, given that we will have 2 runways, it will allow current and new airlines to grow in current or new markets, providing greater alternatives for flights and schedules to the passenger.

In summary, efficiency and flexibility are key strategic elements of the new airport infrastructure. This design allows airlines to grow in large capacity and, according to the demand of their market. It is important that all the actors that are part of the airport community, both from the public and private sectors, work creating synergies to promote the development of Peru.

How do you see the future of the airport in relation to regional competition in Latin America?

The new airport will have a great positive impact on the tourism sector as a greater number of national and international passengers are expected; this directly contributes to economic growth for the country.

The New Jorge Chávez International Airport will boost connectivity and will have greater capacity to offer new destinations. As we mentioned previously, there will be greater capacity to serve more flights and passengers, which will bring with it greater connectivity of destinations. Something similar happened with the expansions of the El Dorado airport in Bogotá in 2013 and the Tocumen airport in 2022. These airports are also hubs in the region transporting 39.5 M passengers in 2023 in the case of El Dorado and 17.8M in the case of Tocumen.

The new Jorge Chávez will have a section dedicated to connecting passengers to make the transfer process more efficient, as well as a first-class baggage handling system. There will also be a gastronomic offer and shops that highlight Peruvian character for all passengers interested in trying these experiences during their time at the airport.

What role does technology play in the airport's commercial operations, and what recent innovations would you highlight?

In the new passenger terminal we are adopting innovative technologies to transform the passenger experience and optimize our operations. For us, the use and improvements of technology is vital, as our strategy aims to become a "Smart Airport."

We have recently allocated resources to airport digitalization projects. A clear example is the LAP website, a platform with around 1,000,000 views per month, which now allows passengers to review information about their flights quickly and easily. Another important project is the creation of our Chatbot on WhatsApp. Through this platform, passengers can receive real-time updates about their flights on their phones and, to date, more than 150,000 passengers have consulted it. Finally, we have created a Wayfinding platform, where passengers can access a real-life map of the airport to help them get to their boarding gates, restaurants and services provided by the airport.

But this commitment to technology does not come only from our side, we have established alliances with our commercial and operational partners in key projects such as Virtual Apron to manage the aircraft platform, we will use Free WIFI 6 for passengers and 5G to increase passenger and user connectivity. In addition, we will have Vehicle Telemetry with GPS for precise monitoring of our operations.

How is the airport addressing the growing demand for digital services from passengers?

Digitalization is a fundamental part of improving passenger processes. Within the team, we have national and international specialists who constantly evaluate the opportunities for digitalization of the different processes and services that passengers use during their time at the airport. In this regard, it is worth mentioning that, in the current terminal, digitalization projects were started during 2024 to scale effective and efficient solutions for the new airport.

For example, as part of streamlining processes, in the new terminal we will have new self-check-in kiosks for check-in processes, this will allow for increased self-management for passengers in the future.

As we mentioned in the previous question, initiatives such as the chatbot and wayfinding will help passengers find their gate and facilitate their passage through the New Jorge Chávez.

How are you incorporating sustainability into the airport's commercial operations?

Sustainability is one of our pillars and is part of our corporate strategy; We seek to incorporate it into all the initiatives and projects that we develop as a company and, in addition, into commercial operations.

Regarding commercial operations, the actions focus on:

• Talent management through hiring from the airport's area of ​​influence (AID).

• Environmental care through initiatives related to climate change and;

• Value chain, selecting AID suppliers.

• Customer satisfaction through experience.

What type of strategic alliances are crucial for the commercial success of the airport?

Without a doubt, all efforts must be centered on the passenger and the generation of strategic alliances and collaborations will be crucial to promote the development of the new airport. Working in synergy and in a collaborative manner, all organizations and companies from the public and private sectors will help promote the country as a tourist destination in the region.

What are the greatest challenges of Jorge Chávez International Airport in commercial expansion?

Beyond the challenges inherent to the operation, from the commercial side, the offer we have designed is designed to make the travel experience comfortable. A commercial offer that encourages enjoying the passage through the airport, with a wide range of offers adapted to the needs of passengers.

How does Lima Airport Partners manage the relationship with commercial operators within the airport to ensure an optimal experience for passengers?

During the commercial process strategy, we decided to implement collaboration and cooperation relationships with our commercial partners to jointly review the commercial strategy. The objective was to overcome the challenges of our industry and have a proposal that manages to satisfy passengers.

What commercial strategies have you implemented to face the current challenges in the airport industry?

At LAP we have a “customer-centrism” vision and we have promoted it with each of our commercial partners. They have designed their services focused on maximizing the experience of our passengers and users through the creation of solutions that allow us to engage, entertain and connect with passengers traveling to and from Lima.

In the case of our retail strategy, we are based on key principles of:

• Flexibility and innovation,

• A strong sense of belonging and

• Sustainability practices.

Through them we strengthen our commitment to achieving passenger satisfaction, as well as developing an environment of safety and sustainability.

In addition, we have integrated the concept of “Peruvianness” as one of the main axes in the New Airport. We want passengers to feel and live the experience of being in Peru from their time at the airport. Thanks to the collaborative alliance with the Lima Art Museum (MALI), we can represent and give a space to different Peruvian artists to promote the art and culture of our country in this space of so much international exposure.

What lessons have you learned during your time at Lima Airport Partners that could be useful for other leaders in the airport industry?

There are many lessons learned, but I would highlight the idea of ​​working under an “aerotropolis” concept to start with. Under this concept, the idea is to create an airport city (Airport City) that can expand to different types of businesses beyond commercial aviation. In our particular case, as Lima's airport, our strategic location makes it easy for us to be an important connection hub.

On the other hand, we consider it important that urban development be integrated with that of the airport; the State must promote investment in infrastructure with specific times. Collaborative work between public and private institutions in favor of growth is important to promote the development of the country.

In addition, I could highlight:

• Investing, fundamentally, in guaranteeing air connectivity.

• Peru needs a national agenda that allows the development of the aviation industry.

• Modernization and development of airports in the interior of the country.

• Sustainability as a transversal element in organizations.

• Adaptation to traveler habits (price and experience) according to destination.

• Further promoting retail business and connection with maritime business.

• Working on the liberalization of air traffic under the fronts focused on facilitating permits and homologation of standards/contracts.

At the end of our conversation, we would like to reaffirm Lima Airport Partners' commitment not only to the growth and modernization of Jorge Chávez International Airport, but also to the creation of a more efficient and pleasant travel experience for passengers. Through the implementation of advanced technologies, sustainability and the establishment of strategic alliances, the airport is positioned as a key player in the region's transportation infrastructure, prepared to face future challenges.

Norbert Onkelbach makes it clear that Lima Airport Partners' vision is ambitious and aligned with global trends that are redefining the aviation industry. With a focus on innovation and commercial development, Jorge Chávez Airport not only seeks to stay at the forefront, but also to establish itself as a model of success in Latin America. The interview offers a valuable insight into the future of the airport and underlines the importance of strong, strategic leadership in times of change.