2010年-世界发展银行全球_Yemen_Republic_of_-_Republic_of_Yemen_Air_Transport_Sector___Strategy_Note_65页_2mb

Yemen Air Transport Sector Strategy Note Summary

Core Content

This document provides an overview of the air transport sector in Yemen, highlighting its current status, challenges, and recommended strategies for improvement. It was prepared by the World Bank in 2010 following missions to Yemen in 2008 and 2009.

Main Sector Issues

1. Financial Policy

• The financial situation of the sector is unclear, with insufficient public information on fund usage and allocations.
• CAMA's annual revenue was estimated at $67 million, but no detailed breakdown of income sources or use is available.
• The Government heavily subsidizes the sector, with the Treasury funding 40% of total investments in 2008.
• There is no explicit tariff policy for cost recovery and financial self-sufficiency.

2. Infrastructure Development

• No comprehensive strategy exists for infrastructure development.
• Future traffic projections are not well grounded, leading to premature or unsuitable investments.
• The construction of a second airport in Sana’a is costly, while enhancing existing terminals could be more efficient.
• Some airports with low traffic have been equipped with expensive VOR/DME systems, while cheaper alternatives could suffice.

3. Airline Development

• Yemenia's strategy is risky, involving significant investments in long-haul routes and fleet renewal.
• Its plan to replace half its fleet with Airbus A350s and develop hotels for sixth freedom traffic is costly.
• Felix Airways, a new private carrier, has a limited domestic network and faces challenges in profitability and international traffic rights.
• Felix's reliance on high-yield fares and its need for interlining with international carriers poses operational constraints.

4. Competition Policy

• The domestic market competition policy is ambiguous, with Felix potentially holding exclusive rights due to Yemenia’s 25% investment.
• This may prevent other operators from entering the domestic market, limiting competition.

5. Institutional Structure and Capacity

• The Ministry of Transport (MoT) lacks the capacity to effectively manage and oversee the sector.
• CAMA has dual roles in regulation and operations, which may hinder efficient policy-making and supervision.
• There is a lack of reliable data on traffic and financial aspects, limiting in-depth analysis.
• Private sector involvement in infrastructure and airport operations is minimal, with no public-private partnerships (PPPs) established yet.

Key Recommendations

1. Financial Policy

• Improve transparency in the sector's finances, making CAMA’s income sources and allocations public and audited.
• Implement a tariff policy aimed at cost recovery and self-financing of infrastructure and capital needs.
• Consider increasing airport tariffs for domestic flights to reflect their true costs.

2. Infrastructure Development

• Develop a comprehensive master plan for civil aviation, including a long-term strategy and financial requirements.
• Focus on enhancing existing infrastructure rather than building new facilities, where possible.
• Explore cheaper technological alternatives like GPS for air traffic control, which could be up to eight times less expensive than VOR/DME.

3. Airline Development

• Reassess Yemenia’s network and fleet development plan, focusing on medium-haul routes instead of long-haul due to intense competition.
• Ensure Yemenia and Felix collaborate to interline and improve profitability for Felix.
• Revise Yemenia’s strategy to align with financial realities and market conditions.

4. Competition Policy

• Clarify competition policy to allow new carriers to enter the domestic market.
• Ensure that Felix does not hold exclusive domestic rights, promoting a more competitive environment.

5. Institutional Structure and Capacity

• Strengthen the role of MoT by providing it with more resources and clarifying its responsibilities.
• Separate regulatory and operational functions within the institutional framework to avoid conflicts of interest.
• Develop statistical capacity to collect and analyze reliable sector data.
• Consider public-private partnerships to enhance private investment and expertise in the sector.

Sector Overview

• Yemen has a relatively small air transport sector, with 18 civil airports and three open to international services.
• Sana’a International Airport (SAH) is the only airport with significant traffic, accounting for 80% of all passengers.
• Yemenia has operated all domestic and international routes since 1962, but Felix Airways, a private carrier, took over the domestic network in 2008.
• The GoY has supported open skies policy and the development of the private carrier, which are positive steps toward liberalization and competition.

Traffic and Forecast

• In 2007, Yemen recorded 1.8 million passengers, with 76% international and 24% domestic.
• Traffic is heavily concentrated in Sana’a, with Aden and Mukalla also having notable shares.
• Passenger traffic is expected to double by 2017, but the projections are considered underestimated.
• Most existing infrastructure is adequate, with only minor upgrades needed for growth.

Institutional Framework

• The MoT is responsible for sector policy and oversight but lacks the necessary resources and capacity.
• CAMA oversees safety, security, and operations, including airport management and air traffic control, leading to potential conflicts in roles and responsibilities.
• The GoY has taken steps to contract out airport management to international firms, which is a positive move toward improving operational efficiency.

Conclusion

The Yemeni air transport sector has potential for growth and development, but it faces significant challenges in financial transparency, infrastructure planning, airline strategy, competition, and institutional capacity. Addressing these issues through the proposed strategies can help improve efficiency, sustainability, and the sector's contribution to the country's economic development.