2022 / 09 / 30         24~29°C         70~98%

Five-year Plan of Macau International Airport (2021-2025)

In February 2019, the CPC Central Committee and the State Council promulgated the Outline Development Plan for the Guangdong-Hong Kong-Macao Greater Bay Area to support the integration of Macao into the development of the country, promote mutually beneficial cooperation and establish connectivity mechanisms between the mainland and Macao in an all-round way.

In July 2020, the Implementation Opinions of the Civil Aviation Administration on Supporting the Coordinated Development of Civil Aviation in the Guangdong-Hong Kong-Macao Greater Bay Area was promulgated, setting out the future development goals. In November of the same year, the Civil Aviation Administration of China issued the Four Characteristics Airport Development Guidelines, with “safe, green, smart and humanistic” as the core and fully integrated the philosophy of innovative, coordinated, green, open and shared development.

Upholding the core value of CAM which aims for “Safety, Efficiency and Effectiveness”, the 2021-2025 Strategic Development Plan of Macau International Airport will continue to implement the Macau International Airport Master Plan formulated by the Civil Aviation Authority and approved by the Macao SAR Government in July 2016 and, develop synergetically in line with the division of labour and positioning of the city cluster and the airport cluster in the Greater Bay Area to realize our Vision of building “a multifunctional international airport in the city”.

Striving to enhance its informatization level, Macau International Airport establishes the Smart Data Platform to comprehensively improve the efficiency of cross-functional cooperation and operation of each unit, as well as the flight service standards.

Overall Development Goals & Implementation

  • To complete airport accreditations and certifications with on-going upgrade
  • To establish through SMS a scientific safety management and supervision system along with a safety culture
  • To enhance the air traffic control and the airport capacity, and to ensure safety and management efficiency of the air traffic control and operation
  • To strengthen the supervision and management of airport security services
  • To advance security capabilities by adopting intelligent security measures
  • To strengthen coordination, communication and cooperation with relevant governments and airport operators

  • To increase convenient services, and improve passenger experience and ASQ survey results
  • To complete ACI airport service accreditation
  • To set up standards of passenger complaints handling and high-quality service

  • Environmental accreditation: to upgrade the carbon emission accreditation from Level 2 to Level 3
  • To adopt eco-friendly vehicles throughout the airport
  • Environmental protection measures: to reduce energy consumption, make green procurement, and increase the awareness and participation of airport operators
  • Master plan of the airport: to facilitate completion of the land reclamation in phases, and start construction of the superstructure
  • To complete Phase 1 and start Phase 2-3 of the South Extension project of Passenger Terminal Building

  • To achieve the development goals of the passenger transport market
  • To take full advantage of traffic rights, deliver the fifth-freedom traffic right into full playin order to explore a diversified aviation market
  • To become an airport in promotion of the logistics industry by enhancing the service quality and cargo volume of freight transport, increasing MIA’s delivery capacity and optimizing its service model
  • To develop the business jet market, FBO and MRO
  • To develop heliport management and ground services, and introduce more airlines

  • To assess arrangements of expiring operational contracts, particularly for aircraft ground handling and cargo services, in light of aviation business development
  • To introduce innovative services and models
  • To open tenders upon expiration of commercial contracts of the Subconcessionaires
  • To offer high-quality services and a win-win business environment for operators

  • To analyze and plan capital needs based on the business development, financial status and infrastructure investment

  • Airport promotion and talent acquisition programmes
  • Staff training, management talent acquisition and talent pool
  • Aviation Education and Training Centre

  • Heliport operation and charge standards and overflight charge standards
  • Helicopter operation models
  • To explore opportunities of helicopter recreation and air tours by utilizing the airspace managed by MIA
  • To explore possibility of building an aviation theme park in MIA

  • To streamline the structure and improve the responsibilities of each department
  • To build a unified standard and improve the welfare system for employees
* The content of the plan will be adjusted according to the development tendencies