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Photo: Espen Solli/Oslo Lufhavn


Published by

brand:aviation The Portal, Port of Liverpool Building Liverpool L3 1BY United Kingdom Writer Iestyn Adams Project Director André Morrall Graphic Design Andrew Cothliff The publishers would like to thanks the very many people at companies and organisations who supplied information and imagery for the book. These include: Avinor AS, Oslo Lufthavn AS, Visit Oslo AS, Innovation Norway, Flytoget AS, Travel Retail Norway AS, Select Service Partner, EuroPark AS, Øveraasen AS, Scandinavian Airlines Norge AS, Norwegian Air Shuttle ASA, Aviator, G4S Security Services AS, Radisson Blu Airport Hotel, Oslo, The Park Inn by Radisson, Oslo Airport Hotel, Nordic – Office of Architecture, ÅF Advansia, Statoil, and Budget Rent A Car.

OSLO LUFTHAVN AS Managing Director Nic Nilsen Director Airport Services Henning Bråtebæk Director Technical Operations Mariann Hornnes Director Business Development and Real Estate Espen Ettre Director Security and Safety Management Ole Jørgen Holt Hanssen Director Organisation and Finance Marit Ektvedt Kjær Director Terminal Operations Knut Holen Director of T2 Operation Thorgeir Landevaag Traffic Development Team Director, Traffic Development Knut Stabæk Route Development Manager Renate Larsson Route Development Manager Charlotte Malling Route Development Manager Øystein Johansen Market Analyst Torolf Holte Market Analyst Thu Nygen

Oslo Airport is a subsidiary of Avinor

© Brandconsult 2013 The opinions expressed in this publication are not necessarily those of the publishers. No liability can be accepted for any inaccuracies or omissions. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, microfilming or any information storage and retrieval system, without permission in writing from the publisher.






19 26



– 15 Years of Awards


– Never Standing Still – The Evolution of OSL


– Airport Statistics


– EuroPark AS: Parking Managers


– SSP: The Food Travel Experts


– TRN: Free to Travel


– G4S: In Safe Hands




– Radisson Blu Airport Hotel, Oslo: Well Connected


– Park Inn by Radisson Oslo Airport: Style and Convenience




– Environmental Focus I


– Scandinavian Airlines Norge AS: Carrying the Flag


– Norwegian Air Shuttle ASA: Growth Revolution


– Øveraasen AS: Snow Business


– OSL Family


– OSL Destinations


– Fact File




– Environmental Focus II


– Nordic – Office of Architecture: Pushing Boundaries


– Team_T: Meet the Team


– ÅF Advansia: Advancing to 2017


– Growth Trends


– Budget Rent-A-Car: The Open Road




Photo: Ă˜yvind Markussen/Oslo Lufhavn

MARIT ARNSTAD Minister, Ministry of Transport and Communications

Civil aviation binds the different regions of Norway together, and

Over the past 15 years there has been a significant traffic growth

connects Norway to the world. Both business and private life

at OSL. It is important to ensure that OSL will remain a modern

depend on aviation, especially when travelling long distances.

and well-functioning main airport in years to come. Investments in

The airports operated by Avinor are a vital part of the Norwegian

infrastructure will bring necessary increased capacity and

transport system, and Oslo Airport (OSL) is the heart of the Avinor

strengthen the position of OSL. The growth of the airport must go

system. OSL is important for ensuring safe and efficient air travel

hand in hand with attention to public transport, universal design,

in Norway. Not only is it the main airport and the central hub of

and regulations for noise and emission problems.

the country. It also plays a key role in financing the important network of regional airports.

OSL and everybody who works there have during the first 15 years delivered services of high quality to its passengers and

The opening of Oslo Airport at Gardermoen in 1998 was one of

operators. I would like to give OSL my sincere congratulations on

the major transport achievements in the 1990s, following a long

this 15-year anniversary, and wish you all the best for the future!

and difficult political process regarding the location. The airport

Thank you for your great efforts, enabling the rest of us to travel

has proved very successful both in terms of efficiency and

in a safe and efficient way.

economy. It has a well-functioning public transport system and conducts its business in an environmentally sustainable way. OSL has had positive effects for the region of Romerike, in terms of increased activities, growth in population and new possibilities. The airport is now one of the largest employers in the region. As one of the most important gateways to Norway, OSL is important for tourism both locally and nationally.


KRISTIN SKOGEN LUND Director General, The Confederation of Norwegian Enterprise (NHO)

It is easy to take air travel for granted. It is not until planes are

Norwegian companies are increasingly integrated in a global

grounded or travellers are delayed that we really appreciate how

network of sales and production. With an increasing

dependent we are upon a well-functioning aviation system, and

internationalisation of the economy, good communication is

well-functioning airports. Since its opening in 1998, Oslo Airport

decisive for further growth, development and expansion into new

has shown world leading results in terms of safety, regularity and

markets. With its 230,000 departures and arrivals reaching more

punctuality. That alone is worth a celebration!

than 150 destinations worldwide each year, Oslo Airport plays a key role in ensuring Norwegian enterprises increased access to

Being a country on the outskirts of Europe, with a rugged

new markets around the world.

geography and long distances to travel, Norway is perhaps more dependent on air travel than most countries. Norwegians reserve

Therefore, I would like to congratulate Oslo Airport on its 15th

the right to live, not only in the periphery of a continent, but also

anniversary as a modern and efficient main airport. May the

in the periphery of their own country. And while many claim that

airport continue to grow and thrive, together with Norwegian

theirs is the business that keeps Norway going – few say it with

businesses everywhere!

more credibility than the aviation industry. For long distance travellers there is often no alternative. Air travel is the only means of transportation that covers the entire country. For businesses, Oslo Airport is the major transportation hub and of the utmost importance for both business development and competitiveness.


PER-ARNE TUFTIN Director of Tourism, Innovation Norway

Congratulations on your anniversary! It has been a pleasure

Oslo Airport will continue to play a vital role for Norway and the

working with you these past 15 years – and we look forward to

travel industry in the years ahead of us. We see a shift towards

continue our important, interesting and rewarding work together

more inbound air traffic from distant countries – and it is, and will

with you in the future.

continue to be – Oslo Airport that plays the key role in handling this expansion in the Norwegian market.

Oslo Airport is an important partner for Innovation Norway and the Norwegian travel industry. We have had the pleasure of

In 2017, the new terminal expansion at Oslo Airport will be

working closely with Oslo Airport and Avinor for many years now,

completed, and we look forward to celebrate this milestone with

and our main goals have been to increase the interest for, and

you. This expansion is of great importance to the Norwegian travel

strengthen the market perception of, Norway as a travel

industry, and we also hope to see new services too, such as one-

destination, and also to inspire more international tourists to visit

stop security and an improved transfer product for onwards

our country. This collaboration has resulted in many positive

domestic travel.

achievements, among them good co-operations with the American and Asian markets. We are pleased to see several new

The co-operation between Oslo Airport, Avinor and Innovation

air routes between these continents and Oslo Airport, as a result

Norway is a good example of how larger companies with strong

of our common effort.

mutual interests can develop a common ground, and set goals for the efforts needed to be taken in order to achieve even greater

Innovation Norway is eager to contribute to further development

success abroad, in a way that secures Norway’s position as a

in this area, particularly intercontinental air services. We believe

powerful country with a strong identity. We appreciate and

this will make Norway an even more accessible and interesting

complement each other in a good way.

destination for our international visitors. All the best for the future.


NIC NILSEN Managing Director, Oslo Lufthavn AS

OSL is 15 years old, and I am very proud of what our airlines,

An efficient ground transport system feeds OSL. 36% of the

business partners and our airport company Oslo Lufthavn AS

airport’s travellers use the dedicated Airport Express Train, which

have achieved during this period. Together we have established

travels the distance to Oslo city centre in just 19 minutes. In total,

a solid platform for successful further development of our

63% of all passengers (2012) travelling the 47-kilometre journey

airport. I am very optimistic for the future.

between Oslo City and the airport use trains or coaches, resulting in one of the highest public transport shares in the world.

OSL is the primary airport for Norway’s capital, Oslo, and also the hub for the 45 other airports in Norway. It is an ideal starting

OSL has for years been the fastest growing major airport in

point for visits to world famous tourist destinations like: the

Scandinavia and will reach nearly 23 million passengers this year.

Fjords, Lofoten, Hurtigruten, North Cape and Northern Lights/

We are one of the most punctual European airports and was

Midnight Sun. Norway’s economy is growing fast, driven by the

Europe’s most efficient airport in 2010 and 2011 according to

sectors of oil and gas, marine products, metals and fish farming.

Air Transport Research Society (ATRS).

Norway has one of the world’s highest GDP per capita. We fully understand the commercial risks airlines and commercial Our passengers now have a choice of scheduled services to 134

partners face when establishing a new route or setting up a

destinations. The short-haul markets are well served, and now we

business. We will therefore continue to strive to keep our

see greatly increased demand and growth in long-haul services.

charges and prices competitive, and will assist you in any way

The freight market – mainly driven by the export of fresh salmon

possible to develop a viable business in the years to come.

– is strong and growing, and economically important also for the development of long-haul passenger services. OSL is ready for growth: Our runways have plenty of spare capacity and our extended terminal with capacity for 28 million passengers will open in spring of 2017. Phase two will increase the capacity to 35 million passengers when needed.



When Oslo Airport (OSL) first opened for business, early in the morning of 8 October 1998, travellers, airlines and the Nordic aviation community experienced a new era of air travel in the Norway capital region. 15 years later, Oslo Airport remains one of Europe’s most efficient and userfriendly airports, a pioneer of airport design and environmentally responsible infrastructure solutions, a new-shape aviation facility suited to the needs of 21st century aviation. That shape continues to change – the new terminal expansion, set to open in 2017, will further enhance the OSL experience and cement the facility’s position as a premier capital airport – but the vision that has defined OSL over the last 15 years remains. By optimising functionality, efficiency and punctuality, OSL has improved the way we travel through Oslo, from other Norwegian destinations, from Europe and the world.

15 years of high-quality passenger processing. OSL is looking ahead to 2017, when the terminal extension comes online.

Photo: Espen Solli/Oslo Lufhavn

The Oslo Airport experience is smooth, welcoming, easy to use and hassle-free.


An airport can be a nomadic place, nothing more than a transit camp between two points: origin and destination. It can be tolerated and quickly forgotten. Badly designed examples often become the butt of jokes, famed for their lack of space, welcome and efficiency. Such sites carry a legacy of frustration and failure. On the other hand, airports can transform a city-region’s air transport for the better. They can become the defining first impression for travellers visiting the area for the first time. Well thought out and intrinsically capable, these are the facilities people like to use. And, through careful management, they can actually get better with time. Such is the case with Oslo Airport (OSL), hub airport for Norway and an important gateway to Scandinavia, which celebrates its 15th anniversary on 8 October 2013. Unveiled to airlines, logistics enterprises and the travelling public on 8 October 1998, OSL set a new standard for air travel through Oslo. Before OSL, the Oslo Region only had Fornebu Airport (FBU), whose runways occupied a thin promontory on the Oslo Fjord. Blighted by a lack of development space and a location so close to central Oslo that noise and pollution were constant concerns, FBU struggled to cope with demand. For years, much of Oslo’s air traffic, especially charters, was routed via Gardermoen to take the heat off Fornebu. Such was the ‘divided solution’, which defined air travel through Oslo for

decades. By the early 1990s, planners decided that the almost 60-year-old Fornebu Airport was in need of early retirement. OSL was designed to remove these utilisation headaches, slot constraints and forced compromises. Light, spacious and easy to navigate, distinctly Norwegian in style and brimming with next-generation technologies to deliver a stress-free travel experience, OSL had an initial capacity of 17 million passengers per year. It was also more than four times larger than Fornebu, with room for expansion. Taking note of the fact that major airports face stringent noise and environmental restrictions – yet must offer 24/7 operations and comprehensive services to a diversified client base – the designers of OSL created an airport for 1998, with built-in forward thinking included in the mix. The masterstroke for an airport that’s located 47 kilometres north of Oslo city centre was to weave its infrastructure into a wider transportation system, to operate OSL as an inter-modal transport hub. Despite its distance from Oslo, OSL does not feel isolated or disjoined from its marketplace. The fast-moving E6 Highway heads straight to downtown Oslo, there’s a broad choice of bus services to the capital and other destinations and on the double rail line that links airport to city, the 210kilometre/hour Airport Express Train ‘Flytoget’ service takes only 19 minutes. So, OSL has all the advantages of a semi-rural location, but it’s hardly ‘out in the sticks’!

Photo: Espen Solli/Oslo Lufhavn

The more than 40 airlines that OSL serves on a regular basis include Scandinavian flag-carrier SAS and

Photo: Øyvind Markussen/Oslo Lufhavn

Norwegian Air Shuttle (pictured).

As for the airport itself, well it’s here where the sense of ambition is at its most evident. OSL was laid out in masterplan form as ‘the most modern, efficient and cost-effective airport in Europe.’ The vision extended beyond mere airport efficiency and sought to shape the future of European airports – to lead by example. Public transport was a particular focus area and today, 64% of journeys to/from the airport are on public transport, with the Flytoget express train accounting for 40%. So it was that OSL got its two parallel, independently operated runways, each long enough to accommodate intercontinental jumbo jets and the heaviest of cargo aircraft. The new 137,000-square metre terminal building (currently 148,000 square metres) had 34 gates, each with air-bridges, and moving walkways, which minimised queues and delivered smooth passenger flows even during peak demand. Arriving and departing passengers, and domestic and international, were handled separately and state-of-the-art technologies were installed to manage land- and airside operations. Stylistically, the terminal was an outstanding example of Norwegian architecture. Bright, airy and clad in Nordic timber, it was safe, secure, useable and instantly welcoming. Away from the passenger’s eye, OSL’s built-in environmental solutions included biomass and groundwater sourced heating, waste management and the efficient collection and disposal of deicing chemicals and other pollutants.


Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn

Business as usual. It might be a large-scale construction

Photo: Espen Solli/Oslo Lufhavn


From 1998, Oslo had a flagship airport capable of matching its capital status. OSL cost a little over 12 billion kroner (NOK) to build, which made the airport Norway’s largest ever land-based development project (this is incidentally the same figure that the new terminal expansion project is expected to cost by 2017). Including ground transportation and relocation of the air force base costs, the entire OSL build cost was 20 billion NOK. 15 years ago, the people who planned OSL believed that 12 million passengers would pass through the airport in 1999 and passenger numbers would surpass 19 million in 2015. The reality was different. OSL welcomed more than 14 million people in 1999, passed the 19 million mark in 2007 and 22 million in 2012. Freight volumes have also risen above expected levels, as logistics companies move more business through Scandinavia’s newest capital airport. The upswing continues in 2013, despite the fragile global economy and the increased price of crude oil and other vital commodities to the aviation sector. OSL has handled over 250 million passengers, more than 1.2 million tonnes of airfreight and mail, and three million movements. It has overtaken Stockholm Arlanda to become Scandinavia’s second busiest airport and has been carbon neutral since 2006. OSL is the fastest-growing Scandinavian airport and may soon overtake Copenhagen as Scandinavia’s largest airport by passengers handled.

Photo: Espen Solli/Oslo Lufhavn

site at present, but OSL’s 24/7 operations are unaffected.

Photo: Espen Solli/Oslo Lufhavn

Many improvements and upgrades have been completed to meet demand – in infrastructure, technology, environmental protection and services – yet the airport remains true to its original vision. For 15 years, OSL has delivered fast turnarounds, modern services and the slots and space needed by all types of customers. The OSL name is a byword for quality, functionality and comfort. A multitude of awards attains to this story of success and achievement. Yet, of course, the OSL story is far from over. As always, tomorrow’s challenges must be overcome. Because this is not just a time to celebrate past achievements. It is also a time to imagine how the building work that is taking place at OSL will transform the airport over the next five years. As the final section of this book describes, a substantial extension to the terminal is being constructed. When completed in 2017, OSL will be able to handle 28 million passengers per year. Oslo Airport offers excellent service levels to all who pass through its doors, whether it’s a group of Norwegians heading out to a Southern European sunshine destination, business travellers flying into Norway’s commercial powerhouse, visitors coming to spend time in our majestic nature or freight packages of Norway-made speciality products heading to clients overseas. Over the last 15 years, OSL has proven its worth time and time again. And, with the infrastructure upgrades now underway, that worth will continue to be felt for years to come.



Gardermoen has been a part of the story of Norwegian aviation since its beginnings in 1912. It was in that year that former submarine officer Hans Fleischer Dons became the very first Norwegian to fly in Norway. Operating a German-made Etrich Taube monoplane named ‘Start’, Dons visited a selection of sites in the Oslo area. Sometime in the autumn of 1912, he touched down at the army base of Gardermoen in the municipality of Ullensaker (part of Akershus County), north of the capital. 100 years later, more than 22 million travellers followed his example.

The bones of Oslo Airport. Skeletal forms of the passenger terminal and ATC tower during construction.

Photo: SAS Group

Photo: SAS Group

Photo: SAS Group


Snapshots of Fornebu. Once Oslo’s showpiece airport, FBU became congested and unable to expand.


The site had hosted a military camp since the 1740s. Until 1788, it was named Fredericksfeldt, but has been known as Gardermoen ever since. Translated into English, Gardermoen is the ‘moor belonging to the Garder Farm’, which itself can be traced as far back as 1328 in Norse records. Cavalry forces, dragoons and horseback marines were regular sights at Gardermoen until the mid 1800s, when infantry and then artillery forces moved in. After the pioneering flights of Hans Dons, the large and level site at Gardermoen was considered an ideal station for military flights, with the first aircraft touching down in fields and on rough dirt flatlands. Still, when the city-region’s strategic decision-makers thought about where to locate a main airport in the 1910s, Gardermoen was low down on the list. Instead, Kjeller Airport, 20 kilometres east-northeast of Oslo, was constructed in 1912 and remained Norway’s premier airport until the late 1930s; Gressholmen in the Oslo Fjord serviced seaplane arrivals.

A long-standing partnership. Scandinavian Airlines’ DC-4 aircraft ‘Haakon Viking’ at Gardermoen, 1946.

The vision of a combined land- and seaplane civilian airport inspired the Municipality of Oslo and the Norwegian Ministry of Defence in the 1930s to green light a new airport on the peninsula of Fornebu, southwest of Oslo. Oslo Airport, Fornebu opened its doors on 1 June 1939, serving domestic and international destinations via its three 800-metre runways (later upgraded to two runways: 2,370 and 1,800 metres). Located 8 kilometres from the city centre, the runways actually sticking out into the fjord, the site worked well at first, but as global aviation moved on, commercial aircraft grew in size, the seaplane scene all but disappeared and noise pollution became a real issue, the very factors that inspired authorities to build at Fornebu became increasingly problematic. Gardermoen had fallen out of favour as a site for a civilian airport – its strategic value remained under-exploited. All that changed during WW2, when the German Luftwaffe took over both Fornebu and Gardermoen. Having bombed the airfield at

Gardermoen, they built new hangars, a control tower and two 2,000-metre airstrips with taxiways. Once the war ended, the Norwegian Air Force took advantage of the upgrade, allocating three fighter squadrons to Gardermoen Air Station. It was Gardermoen that became the airport of choice for civilian operations when added capacity was required. In the 1940s, whenever Fornebu was troubled by fog, Gardermoen became Oslo’s go-to reserve airport. Intercontinental flights and some intra-European services were routed via Gardermoen from 1946 to 1952 while a longer runway was installed at Fornebu. Most charter traffic moved to Gardermoen in 1972. Almost 270,000 people used the airport in 1974, a figure that rose to 750,000 in 1983 when SAS and Braathens SAFE charters also flew from Gardermoen. Within two years, the north–south runway extension gave Gardermoen a 3,050-metre runway – longer than Fornebu could hope to install. While Fornebu was expanded as far as was possible on the five-square kilometre site (its new runway for jet aircraft opened in 1962; a new terminal followed in 1964), the limitations were obvious. Its peninsula setting so close to downtown Oslo and residential areas precluded the possibility of expansion for longterm demand. Noise and a lack of space were realities at Fornebu, coupled with a lack of slots in peak hours. Fornebu was close to capacity. The time had come for a radical solution. ORIGINS OF THE GARDERMOEN VISION

1946 saw the first proposal to build a new hub airport for Oslo and for Norway at Gardermoen. Local newspaper Romerikes Blad argued that the cost of expanding operations at Fornebu would be too high and that Gardermoen, with access to the railway, was a wiser option. High profile figures like entrepreneur Ludvig G. Braathen – who founded the airline Braathens SAFE in 1946 and initially based operations at Gardermoen – agreed that cost advantages on offer north of the city outweighed the alternative of ploughing cash into Fornebu. As far back as 1950, the Norwegian Ministry of Transport and Communications looked into making Gardermoen a full international airport. The debate commenced in earnest in 1959, when the Norwegian Parliament – Stortinget – debated a new international airport for the Oslo Region. Then, in June 1970, the Tufte-Johansen Committee came up with five possible locations for a three-runway airport concept: Gardermoen, Hurum, Askim, Nesodden and Ås. Later, the Lund Committee suggested Hobøl in Østfold County, about 40 kilometres southeast of Oslo, and the Stortinget ratified the choice in 1972. Then came the 1973 oil crisis. Throughout much of the 70s, high crude oil prices depressed demand for air travel and made the issue of relocating from Fornebu less pressing. So, the decision was made to go with the ‘divided solution’ for the foreseeable future – keeping Fornebu as it was for scheduled traffic and utilising Gardermoen for charter flights and spill-over capacity. By 

Gardermoen before the development of the main airport (top). Below, masterplanning for OSL, with two runways, a central terminal and train connection.


The departures concourse. OSL’s terminal was designed to be comfortable and easy to navigate, with fast access to aircraft and ground transport choices.


improving Fornebu’s passenger terminal and parking, the airport managed to meet demand well into the 1980s. But as air traffic resumed its upward trend in 1984, the vision strengthened for a new main airport capable of long-term expansion. This time, Hurum was the leading contender. Southwest of Oslo, the location had advantages, including close proximity to the city’s most populous areas. The Government itself recommended Gardermoen, but on 8 June 1988 the majority in the Stortinget decided on Hurum, and Norwegian airport design and engineering consortium Aviaplan AS started work on infrastructure concepts. Later, meteorological surveys stated that Hurum was not suited as a site for the airport given the likelihood of low clouds and heavy side winds. So, the emphasis shifted back to Gardermoen, and Norway’s main airlines (SAS, Braathens SAFE and Widerøe) supported the move in preference to the continuation of the divided solution. On 8 October 1992, Parliament approved the build and the construction of the 64-kilometre high-speed railway, connecting Oslo Central Station to Gardermoen in 19 minutes at a speed of 210 kilometres/hour and continue north to Eidsvoll. This gave Oslo Gardermoen the same travel time from Oslo city centre as Fornebu (19 minutes by taxi). Oslo Hovedflyplass AS (later, Oslo Lufthavn) was set up to construct, own and manage the airport independently from the

State, in partnership with Akershus Public Roads Administration, NSB Gardermoen AS (rail) and Norwegian Defence Building Services (the military aspect of the build) during the construction phase. The projected NOK 20 billion total investment was to come from Oslo Hovedflyplass’ own resources, the eventual sale of Fornebu and responsible debt. On 13 August 1993, Transport Minister Kjell Opseth started an excavator to mark the start of preliminary excavation – laying cables, roads, parking areas and accommodation for the construction crews. The first job was to demolish the air station and rebuild it in its new position. A low hill was removed to make way for the new eastern runway and all the waste material was used to in-fill the necessary areas. Hundreds of buildings were knocked down to make way for 400,000 square metres of new ones. The major works like the construction of the new terminal infrastructure, runway, railway culvert and station complex, and upgrade to the European Route E6 highway followed from August 1994, by which time the development canvas was clean. OSL was on its way, but it would take 20 billion kroner (NOK), more than 11,000 man-years and a community of 220 subcontractor companies (3,000 contractor employees in all) to realise the entire Gardermoen vision, together with over 300 kilometres of asphalt, and a 14-kilometre tunnelling project for the Gardermoen Line. Few would argue that the end result wasn’t worth the time or investment.

An overview of the OSL development area midway through the construction process.


The brief for Gardermoen, as laid out by the Norwegian Parliament, called for ‘an outstanding example of Norwegian building traditions’, with: •

• •

• • •

Two parallel runways, able to accommodate all existing commercial aircraft at full payload weight and having Category III instrumentation A passenger terminal capable of handling initial volumes of 17 million passengers per year A ground transportation system that encouraged at least 50% of airport users to continue their journeys via public transport, including the new dedicated airport railway line for the Airport Express Train ‘Flytoget’ Improved roads to Oslo and a new trunk road to Hadeland The air base included within the airport perimeter, moving other military activities to other key locations Iconic Norwegian architecture and an integrated plan for artistic decoration

Of the competition entries to prepare the masterplan for Gardermoen, the solution that really ticked all the right boxes came from Aviaplan AS, a joint venture of three architectural practices from Oslo (Narud Stokke Wiig, Niels Torp and Hjellnes Cowi) and one from Copenhagen (Skaarup & Jespersen).

Their plan showcased a stylish and efficient capital airport, configured in the H-shape two-runway model similar to that used at Atlanta and Munich airports. An existing runway would be renovated and extended to 3,600 metres. A new second runway of 2,950 metres would be built parallel to the first, 2.1 kilometres east, allowing for independent operations and around-the-clock flexibility. This system would allow for more than 80 movements per hour and annual passenger volumes of 17 million people per year. The terminal, rail station and other operational buildings (including airfreight centre) would sit comfortably in–between the runways, ensuring fast and hasslefree transport to/from airside. As laid out by Aviaplan’s Niels Torp, the passenger terminal design blended Norwegian building traditions with the very best in global engineering excellence. Glass walled to maximise natural light, the structure incorporated the world’s longest laminated timber beams, curved to support the swooping roof that rises to the north facade. With departures on the upper level and arrivals on the lower two-story section, the terminal plan featured two piers, each containing waiting areas at each gate, structured over two levels to separate arriving and departing passengers. Utilising highefficiency architectural glass and a bioenergy-based heating system based on a district-heating network, the new airport would also boast strong environmental credentials.



The construction of OSL, Norway’s largest ever landbased development, called for a broad spectrum of


skills and expertise.

Charter flights used OSL in the unofficial three-month

Former Norwegian Minister of Transport and

test run prior to opening. The first scheduled flight was a

Communications Kjell Ospeth at the opening ceremony

Color Air service to Ålesund.

on 8 October 1998.

Simplicity was a key factor throughout the design process. Each architectural element was clearly expressed for ease of use. Illuminated signs and monitors were cleverly but discretely positioned at critical points to help passengers get around without confusion; accessibility and passenger flows were also well thought out during the initial design phase, all the way from the railway station through arrivals and check-in to the airbridges and onto the aircraft. At all points, the focus was on safety, practicality and potential for future expansion when passenger numbers exceeded initial capabilities – ensuring that the airport worked well in 1998 and continued to work well for many decades into the future. The layout and the size of the site meant that there would be never be any need to move Oslo’s capital airport from its new home at Gardermoen. MOVING DAY

Oslo Airport began to take shape. The concrete for the 92metre high tower was cast in a few weeks. Construction peaked between 1995 and the end of 1997. By that time, Fornebu had passed its stated capacity of 9 million passengers/year – in 1996, the airport handled 10,072,054 travellers and 170,823 aircraft movements; and in its final 10 months of operation (1998), 9,444,325 passengers used Fornebu. When Oslo Lufthavn took over management of FBU on 1 January 1997, the airport was struggling with demand through the 07.00 to 23.00 daily opening hours (restricted due to noise over the city centre). Phase 1 of the transition from Oslo’s ageing city airport – which was about to take retirement after 59 years of active service – took place on 1 January 1988. Air traffic controllers moved into the ATC tower at Gardermoen and charter flights started to use the new 2,950-metre east runway. Phase II also

occurred according to the stated project timetable. On 1 July 1998, the high-tech terminal building opened for charter use and operational testing. Phase III, the final and most comprehensive piece in the transition strategy, was timed precisely for midnight on 7 October 1998, six years after the official decision to build, when Fornebu closed down. ‘ Farvel Fornebu – Velkommen til Gardermoen’ (Farewell to Fornebu – Welcome to Gardermoen) the signs read above the check-in at Fornebu Airport. Gardermoen’s time had almost arrived. Between 7 pm on the 7th and 6 am on the 8th, 300 people spent the night transporting 500 truckloads of equipment north from Fornebu to Gardermoen. The convoy of trucks and trailers spread over two kilometres and brimmed with vital equipment that had remained in usage at Fornebu until the final flight (a Scandinavian service to Bergen) took off. This was needed in time for opening day at Gardermoen. It was, as former OSL Managing Director Bjørn Sund said at the time, ‘equivalent to moving a medium-sized Norwegian town 60 km north’. The process went very smoothly and by the early hours of 8 October, Gardermoen was ready for business. Once the airport had been declared officially open by King Harald of Norway, the morning’s first passengers streamed into the brand-new terminal. It was a far cry from the small facilities on hand at Fornebu and a clear signal of the intent of the Oslo Region to establish a leading hub airport that could more than compete with the other Scandinavian capital airports, Stockholm and Copenhagen. The first flight to take off from Oslo Airport was a B737-300 scheduled service to Ålesund on Norway’s western fjords, operated by the now defunct low-cost carrier Color Air. A SAS service to Stockholm took off minutes afterwards and the rest, as they say, is history!




The Airport Express Train (Flytoget), Norway's first high-speed rail service and one of the world’s first dedicated Air Rail Links, celebrates its 15th anniversary this year. When Gardermoen, 47 kilometres north of downtown Oslo, was selected as the site for the new main Oslo Airport, the goal was to achieve a public transport share for airline passengers of more than 50%. A highspeed train was considered to be the only transport solution that could dramatically increase the share of public transport. Getting people to leave their cars behind and change their travel habits so drastically required a solution that was better than anything else available on the Norwegian market with respect to short travel times and comfort, reliability and punctuality. Trains were also considered to be the best environmental and socio-economic option. And Flytoget, of course, cannot be regarded as ‘just another train’. Since starting in 1998, the Airport Express Train has grown to become one of Norway's leading brands. Flytoget has been named as Norway's best place to work amongst larger companies, amongst other things. The company can boast an average customer satisfaction rate of 96% and a punctuality of 94% in relation to scheduled departures. The philosophy behind the Airport Express Train has always been to deliver an exceptional product, down to the final detail. The customer is the centre of attention and the train journey should be so comfortable that it is barely noticeable. That’s why the people behind the Airport Express Train remain committed to the best and most comprehensive staff training, the development of ticketless payment solutions, travel warranties and procedures to manage disruptions from a passenger’s point of view. Optimising the travel experience is key.

The key performance in the service is the precise departure schedule, every 10 minutes between the airport and Central Oslo, a distance of 47 kilometres, and every 20 minutes through the city, into the heavily populated suburbs close to the airport. The Airport Express Train has a high speed of 210 kilometres per hour and the highest punctuality ever achieved in Norway. The construction of the Air Rail Link was one of the largest and most advanced planning and building projects in modern Norwegian history. A high-speed line places many demands on the track. The turning radius must be no less than 2,500 metres, the track without crossings and more stable than regular tracks. All stations on the Airport Express Train line have their own


Catching the Flytoget service from the airport train station to central Oslo could not be more convenient. A revamped station is a key element in the terminal upgrade, scheduled for completion in 2017.

unique, modern design. A comprehensive vision was behind the design of everything from electricity poles along the line to the advertising display cases at the stations. The brand was intended to represent simplicity, modernity, functionality and reliability. The Airport Express Train is designed for a top speed of 250 kilometres an hour, while the maximum speed during regular service is set at 210 kilometres an hour, due to the requirements for low noise emission when running through densely populated areas and cost-efficient energy consumption. This means that the trip takes 19 minutes from Oslo Central Station to Oslo Airport. The Airport Express Train’s market share of around 36% is the world's highest market share for an Air Rail Link service. In



Number of trains (MUT): Number of cars per unit: Number of seats per train: Maximum speed: Maximum acceleration: Control System: Motor output (6 motors): Horsepower:

16 3 170 210 km/h 0.8 m/s2 MITRAC 2, 645 kW 3600 hp

combination with other public transport (buses and public trains) the share of public transport is above 60%, underlining the sector-leading ground transport credentials in place to and from Oslo Airport. The Airport Express Train is able to satisfy the needs of customers with the least possible strain on the environment and also be socially responsible. Its energy consumption in relation to speed is low, the noise level and environmental waste handling comply with all modern relevant statutes and regulations, prevent pollution and work to avoid events that cause permanent, significant harm to the external environment (zerodamage philosophy). The Airport Express Train will carry approximately 6 million passengers in 2013. This is an increase of almost 50% since the tragic events of 9/11, when usage levels fell to their lowest point as a result of the global aviation downturn. To care for the growing airline market in the years to come, the Airport Express Train has recently extended its line by another 20 kilometres westwards, to the City of Drammen. Now, Flytoget serves nine stations from Drammen to Central Oslo (Drammen, Asker, Sandvika, Lysaker, Skøyen, National Theatre, Oslo S, Lillestrøm and Oslo Airport). This means that even more travellers can leave their cars at home and use the train to reach the airport and to access several important regional locations with the utmost comfort and convenience.

Operated as multiple six-car train with 340 seats in rush hour



Punctuality and ease of use are key advantages of the Airport Express Train. Travellers enjoy fast, dependable and comfortable journeys between OSL and Oslo.


The final minutes of a flight into Oslo – moments before touch down – offers an eagle’s view over the capital airport, which stretches across the Gardermoen flatlands towards the distant hills and forests of Akershus County. High in the sky, you can’t help noticing the ambitious scale of the infrastructure laid out beneath you, the practical yet beautiful form of the main passenger terminal or the infrastructure works now in progress to boost capacity for 2017 and beyond.

An eagle’s view of OSL as the facility will look in 2017 with its new terminal extension and north pier.

Welcome travellers! OSL quickly established a strong scheduled route network, thanks to partnerships with such airlines as SAS, British Airways, KLM and Lufthansa.


Many airports take the shape of vast people and parcel processing machines, designed to fit around the age of cheap, mass air travel. Some older examples are no more attractive than an industrial warehouse – an interior of fluorescent lighting and depressing décor, surrounded by acres of asphalt – and aren’t much fun to use. OSL is different. Spacious and inviting, stylish and functional, it delivers a user’s experience that is anything but pedestrian. More importantly, the airport offers space for growth – something that was seriously lacking at Fornebu. The design envisaged an annual stated capacity of around 17 million passengers. By 2006, annual volumes exceeded 17.5 million and in 2012 more than 22 million people used the airport. Over the years, buildings have been added or modified to meet demand and, as we shall see later in this book, plans are in motion to boost OSL’s passenger handling capabilities. Capital airports can offer more than an efficient way to access a major cosmopolitan city; they should convey a sense of welcome, of warm efficiency, to travellers landing in a new city. They can impress even the most world-weary of business flyers with fabulous architectural spaces crafted by top designers. Since time-use and comfort are of the essence, they should accommodate a sequence of crisp, soaring, uncluttered and light-infused spaces that travellers can take to/from ground transport with the utmost of convenience. From the opening day to today and beyond, OSL has done exactly that.

In its first full year (1999), OSL handled 14,127,050 people, 40% more than the figures handled at Fornebu in the mid ‘90s. In 1999, there were 76 direct services to OSL (49 international, 27 domestic), including routes to Copenhagen, Amsterdam, London, Paris, Frankfurt, New York and Rome, and 210,000 aircraft movements. Almost 85,000 tonnes of freight and mail passed through the cargo centre and 78% of flights were on time, making OSL the sixth most punctual airport in Europe. Those were impressive figures for 1999, but the airport has since moved on. In 2012, 22.1 million people and over 100,000 tonnes of freight moved through OSL (230,000 aircraft movements). The choice of direct flights has increased to 131 (103 international, 27 domestic) and punctuality has risen to 86.3% (defined as flights with less than a 16-minute delay). Every day, close to 60,000 people use OSL, which has won the Association of European Airlines (AEA) award of Europe’s Most Punctual Airport four times over the last 15 years. In 2006, OSL overtook Stockholm Arlanda in terms of annual passenger numbers and today is only second to Copenhagen Kastrup as Scandinavia’s most used airport. It has taken serious forward thinking by OSL and Avinor, Norway’s civil aviation administration, to ensure that the airport has been able to cope with the strong rise in demand – and more of the same is needed if OSL is to continue offering a seamless service to all customers. The new terminal extension, scheduled for

completion in 2017 – where the compact build makes maximum use of every square metre – is the clearest example of OSL’s intent to build upon its first 15 years of success and to establish the airport as the most efficient, most stylish, most punctual and most popular gateway into Scandinavia with all travel demographics. EARLY TEETHING ISSUES

Imagine how complex is the task of creating a new capital airport in Scandinavia! OSL delivered the impact that planners desired, but there were inevitable kinks to be ironed out before seamless functionality could be assured around the clock. After the unofficial three-month test run, when the airport coped well with a large number of charter services, the true test came on 8 October 1998 – opening day – when OSL took on all of Fornebu’s passenger and freight operations, and needed to maintain the city’s reputation for efficiency and punctuality in sometimes unfavourable weather conditions. There were teething issues. There always are. Denver, Milan, Kuala Lumpur and Hong Kong airports all faced serious process issues in their first weeks and months of operation. Others have taken far longer to get all aspects of the airport operation under control. At OSL, the first setback was mechanical gremlins in the baggage system, which swelled check-in queues until the problems were resolved. Then the first snow of the 1998/9

Photo: Øyvind Markussen/Oslo Lufhavn

Winter weather conditions can be extreme in the Oslo Region, which makes aircraft de-icing a necessity.

winter season began to fall. OSL’s de-icing and snow removal equipment battled in vain to keep the runways and taxiways clear. 3,300 flights were cancelled in the initial months of operation. A further 8,000 were delayed. The fog and freezing rain that sweeps into the Oslo Region in winter gives the airport a unique set of challenges, given the airport’s location on the Trandum Delta (one of Norway’s largest underground water aquifers), which restricts the use of de-icing fluids. 14 December 1998 was a memorably rough day, as the mix of freezing fog and super-cooled rain caused glaze ice to build-up across Gardermoen, and damaged at least 20 aircraft during take-off. Clearly, something had to be done to ensure that such problems did not reoccur. Management reacted quickly and effectively. In 1999, 200 million kroner was invested in vital environmental upgrades, remodelling and extending the de-icing setup (Alfa South and Alfa North platforms), widened taxiing areas, snow-clearing equipment, new instrument systems and the process to collect and treat spent de-icing liquid in a responsible manner. INVESTING IN GROWTH


Having witnessed higher than expected passenger volumes in its first year of operation, OSL began to think about the first phase of expansion in 1999. All the talk was about the possibility of increasing the capacity of the passenger terminal to handle more than 20 million passengers per year, perhaps as early as 2002. The ‘Pier Root’ project kicked into gear in 2000. Its aim was to enlarge the commercial areas. Then, in 2001, attention turned to security as further extensions were finalised to meet Schengen Directive requirements. In the excitement of early growth, press reports suggested that OSL was already thinking about the eventual need for a third runway.

Such big thinking was temporarily abandoned, due to the impact on air travel of the economic recession, the terrorist attacks of 9/11 in New York and the SARS epidemic. Annual passenger volumes fell to 13.4 million in 2002 and 13.6 million the following year. Still, OSL celebrated its five-year anniversary in October 2003 with a sense of cautious optimism, having handled almost 70 million passengers, 380,000 tonnes of freight and 942,000 aircraft movements, and having achieved the AEA title of Europe’s most punctual airport in 2000, 2001 and 2002. In 2004, traveller numbers recovered to almost 14.9 million people, buoyed by Continental Airlines’ daily non-stop service to New York Newark and strong network development in the short-haul sector. That year, OSL’s routes encompassed 60 international and 24 domestic destinations. 2005 saw OSL continue to adapt to increased market demand. Project Central Hall extended the retail areas to 2,800 square metres, including the largest duty free in Europe. The remodelled terminal was completed on 12 October 2005, alongside Phase 2 of the EU Directive on Security upgrade (following the remodelling of the fences around the airport, a new main airport gate and cargo gate were installed). A few days earlier, Mr. Lorents Østvold flew into OSL from Stavanger with his family and the airport extended its warm welcome to its 100 millionth passenger. SERVING INCREASED DEMAND

Norway’s two flag-carriers, SAS Norway and Braathens, merged into the single company SAS Braathens in May 2004 (later rebranded as Scandinavian Airlines in June 2007) and continued to offer an extensive route network through OSL. Other airlines including British Airways, KLM and Lufthansa maintained their strong operational presence at the airport.

One of Oslo Airport’s most important airline customers first touched down in September 2002. That airline – Norwegian Air Shuttle – went on to bring the international low fares sector to the Oslo market and play an instrumental role in OSL’s success in the growth of traffic volumes, a partnership that continues in force in 2013. Norwegian’s first services at OSL were all domestic. Bergen, Trondheim, Stavanger and Tromsø started up in September 2002, with routes to Bodø, Harstad/Narvik, Ålesund, Molde and Alta following on in 2003. That year, Norwegian introduced its first international scheduled services from Oslo – to London, Stockholm, Faro, Murcia and Málaga. The carrier successfully stimulated demand through a combination of more direct services and lower fares. This combination has worked well for both airline and airport over the last 10 years and continues to develop new win-win possibilities. The combination of full-service and low-cost, scheduled and chartered, pushed OSL’s annual passenger throughput past the 15 million people/year marker in 2005. That figure jumped to 17.7 million the following year, as Oslo leapfrogged Stockholm Arlanda to become Scandinavia’s second busiest airport. Another dramatic spike was announced for 2007, when more than 19 million people used OSL. To meet immediate capacity needs, management invested in upgrading the car parking areas, two new aircraft stands and extended baggage handling operations. Such initiatives helped to ease pressure, but not the deeper issue. OSL was designed to handle 17 million travellers each year. Nine years after opening its doors, the airport needed a comprehensive expansion solution. Fortunately, that solution was already at an advanced phase and involved the expansion of the existing passenger terminal eastwards by 5,500 square metres, at a cost of 380 million kroner. Airside, a new remote stand was installed, GA infrastructure was overhauled and the de-icing platform was extended. On 27 May 2009, the new two-floor, full-height section of the terminal was opened, with 14 check-in counters and more than 2,000 square metres devoted to departures and arrivals respectively. An independent 1,200 baggage units per hour system was also unveiled for the terminal extension, bringing total capacity to 4,900 baggage units per hour. After May 2009, OSL’s annual capacity rose to 23 million travellers. In 2008, the total number of travellers passing through the terminal doors was 19.4 million. Clearly, the extension was a vital addition, but further capacity would still be needed to meet OSL’s long-term growth and demand predictions. Indeed, the thoughts of management at OSL and Avinor had already turned to a more dramatic solution – a new passenger terminal. Then, however, came the global economic slowdown, which temporarily reduced passenger and freight flows. 

Norwegian Air Shuttle touched down at OSL in 2002 and has since become one of the airport’s most important airline partners.



Air travel through Oslo Airport dropped significantly in 2009 – 18.1 million passengers, 6.5% down on 2008, but still higher than 2006 figures – as a result of the financial crisis and concerns over swine flu. The decline was most evident in international traffic, with a drop of 8.6% compared to 2008, while aircraft movements fell by 8.4%, scheduled services dropped from 101 to 95 and almost 10,000 fewer tonnes of airfreight passed through the cargo centre. The downward turn was felt globally – both Stockholm and Copenhagen airports witnessed similar falls in 2009/10. What was impressive about Oslo was the speed with which demand returned. Although 2009 was generally disappointing, the final two months showed an increase in traffic compared to the same period in 2008. By 2010, growth was back on track. 19.1 million travellers used OSL that year (more than 10.1 million international and almost 9 million domestic), 5.5% up on 2009. Growth would have been higher had it not been for the volcanic eruptions of Iceland’s Eyjafjallajökull, which grounded 95,000 flights across Europe during the initial six-day travel ban and caused the largest air-traffic shut down since WW2. At OSL, the post-summer months were all time highs for airport utilisation. In fact, if there had been no Eyjafjallajökull eruption, it is likely that OSL would have reported its best ever traffic figures. “Demand is back”, confirmed Knut Stabæk, Marketing Manager for Traffic Development, “and we expect continued growth in the years ahead.” Stabæk was right. The pace of growth did not take long to pick up. 2011’s passenger traffic figure of 21.1 million, released in January 2012, was a full two million higher than that recorded in 2010, breaking through the 20-million people/year marker for the first time in OSL and Oslo’s history. New routes to popular international destinations were a primary growth factor – such

The OSL airfreight centre, where such customers as TNT and DHL regularly touch down.


as Manchester year-round and Athens, Pristina and Sarajevo in summer (Norwegian) and Doha (Qatar Airways) – as were added frequencies on key business/leisure services, the airberlin route to Germany’s capital city being a notable example. OSL and its airline community predicted continued growth, with several new routes already penned in for 2012. Despite the 2009 terminal extension, longer-term capacity issues remained. “The estimated growth for this year is within our current capacity as the terminal is expanded”, OSL’s Managing Director Nic Nilsen explained. “It may be a little bit crowded at times, but this is something we can handle.” Interim upgrades continued to flow through the OSL pipeline. The new commuter lounge that opened at the end of the terminal’s western section on 10 June 2011 increased capacity for the domestic market, adding another 550 square metres of space as well as new aircraft stands to ensure the efficient transition between air- and land side. EXPANDING INFRASTRUCTURE

Crucially, the commuter lounge was a small part of a larger project to overhaul capacity by 2017. Avinor approved the Development Project on 19 January 2011, in an ambitious construction phase that would raise capacity to 28 million passengers per year. The vision behind the terminal expansion started much earlier. In 2008, the architectural practices Nordic – Office of Architecture and Gudmund Stokke Wiig won an invitational competition to submit plans to increase capacity at OSL to as much as 35 million passengers per year. The project involved the planning and design of airside and landside areas, expansion of the existing terminal building and a new pier. The idea of a new compact terminal structure became central to the expansion concept. That building, approved by the board of OSL in 2008, would be integrated with the existing

Photo: Øyvind Markussen/Oslo Lufhavn


2000 2001 2002 2003

2004 2005 2006

2007 2008 2010 2011 2012

Europe’s most punctual airport (Association of European Airlines, AEA) Europe’s most punctual airport (AEA) Europe’s most punctual airport (AEA) Ad of the Year (ATW Media Group) Europe’s third most punctual airport (AEA) World’s second best airport with less than 15 million passengers a year (International Air Transport Association IATA) Europe’s most punctual airport (AEA) Europe’s fifth most punctual airport (AEA) Europe’s fourth most punctual airport (AEA) Europe’s most efficient airport (Air Transport Research Society, ATRS) Europe’s fourth most punctual airport (AEA) Europe’s second most efficient airport (ATRS) Europe’s second most efficient airport (ATRS) Europe’s most efficient airport (ATRS) Europe’s most punctual major airport (Flightstats) Newsroom of the Year for public enterprises and organisations (Mynewsdesk) Senior Initiative of the Year Award (Centre for Senior Policy, CSP) Europe’s most punctual major airport (Flightstats)

Photo: Øyvind Markussen/Oslo Lufhavn

For Oslo Airport, the single most important objective is to deliver high-quality services for airlines and passengers at all times and across all areas of the airport operation. In its 15-year history, the airport has been proud to accumulate a number of highprofile awards, which confirm that OSL’s way of doing business really works. The awards listed here are just some of the many bestowed upon the airport to date.

Artist’s illustration of the terminal expansion, which will be seamlessly connected to the existing terminal and an improved ground transportation infrastructure.


terminal and linked to the railway station. A new north–south pier would be linked to the main central building. Avinor Group CEO Sverre Quale explained in March that a “thorough process” had been undertaken. There was still much to be done, but the seeds of expansion were sown in 2007/8. Later delays in approval (expected in 2009, the Avinor go-ahead came through in 2011) were the results of the 2009-10 economic downturn. This period gave OSL time to come up with the right design solutions. To see how the project has evolved, see Chapter 5. OSL moved into 2012 expecting a continuing growth in passenger volumes. Thanks to increased international route availability (6.1% rise in passengers compared to 2011), and to a dynamic charter scene (10.7% growth), new passenger records were hit in July 2012, when almost 2.1 million passengers travelled through Oslo Airport – 5% higher than July 2011. By year-end, 22.1 million people had used OSL, the highest number of passengers ever, on 230,432 movements. New routes included Bratislava, Kiev, Reykjavik, Lefkas, Kefalonia, Minorca and Cologne (Norwegian), Prague (SAS), StockholmBromma (Flybe) and Borlange/Falun and Karlstad (Direktflyg); outbound charters sent terminal usage soaring. The decision to press ahead with expansion was timely. “We are growing steadily and are approaching the limit of what we can handle with the current infrastructure,” said Nic Nilsen. “We are working continuously on adaptations of the current terminal along with construction of the new terminal so that passengers will have a good travel experience at Oslo Airport.” The ‘adaptations’ Nilsen mentioned included the opening of Pier South at OSL in September 2012. Serving the domestic market with a capacity of 2.4 million passengers per year, Pier South is optimising the travel experience during the busy construction period to 2017.

OSL celebrated its 14th anniversary on a high, having already handled 235 million passengers and with a clear vision of where the demand curve was heading. Catering to higher demand has been a recurring motif at OSL and quality has never been compromised during the airport’s impressive growth phase. At OSL, the highest safety and efficiency standards are maintained at all times, and passengers are assured a very warm welcome whenever they pass through the airport. OSL TURNS 15

2013 has been another good year for Oslo Airport. While construction has ramped up on the terminal expansion project, OSL remains an efficient and increasingly popular capital airport – even temporarily surpassing Copenhagen to become Scandinavia’s busiest airport in February thanks especially to its vibrant international charter scene. New routes include Berlin and Budapest year-round with SAS, alongside summer routes to such major tourism and commercial destinations as Athens, Sardinia, Lisbon, Malta, Palermo and Valencia. Norwegian has opened its first long-haul routes – to New York and Bangkok, with Fort Lauderdale to follow suit – and is continuing its busy expansion. Led by OSL’s two largest customers, the market for air transport through Oslo has never been stronger. Today, all carrier types are well catered for – regional, scheduled, charter and freight – and travellers looking for smooth, fast access into the Oslo Region have a well-crafted and effortlessly functional 21st century air transport facility at their disposal around the clock. By keeping ahead of the growth curve through expansion and remodelling of infrastructure and services, OSL has developed into one of Europe’s very best capital airports and a model of good, environmentally responsible practise in action.

Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn

NEVER STANDING STILL – THE EVOLUTION OF OSL 15 years of operation; 15 years of capacity and service development to meet rising customer expectations and heightened security for travellers – Oslo Airport has never stood still. The search for infrastructure optimisation and full compliance with national and international legislation has inspired the airport’s management to green light a selection of major upgrade projects. Some of the most important so far are listed below: 1999





Environmental Project: remodelling and extending the de-icing facility, handling glycol polluted surface/storm water; construction of a 60,000-cubic metre storage basin Expansion of the Alfa South and Alfa North de-icing platforms Extension of the Mike and Tango taxiways ‘Pier Root’ Project, enlarging the commercial area of the passenger terminal Friction improvement at the central area and taxiways Security: facilitation for membership in the Schengen Agreement, including expansion of Pier East Improvements at the de-icing platforms Security Project Phase 1: remodelling the terminal and installing new fences around the airport New ventilation plant for the administration building Terminal restructuring Security Project Phase 2: new main gate, new gates for the cargo area and a new perimeter road Project Central Hall: Extension of the terminal, including new Duty Free


2008 2009

2010 2011

2012 2017

Increased parking by 1,500 spaces and two additional aircraft stands Temporary extension of baggage handling capacity Initial planning for Terminal 2 commences Passenger terminal is extended eastwards by 5,500 square metres, increasing capacity to 23 million travellers per year New Remote Stand East New GA infrastructure Revamped security control New hotel: Park Inn Oslo Airport, with 300 beds New VIP area Approval for Terminal 2 and initial construction for a project that will cover 115,000 square metres and 17 new aircraft stands, raising annual capacity to 28 million passengers Pier South, built to reduce bussing and enhance the passenger experience during the construction period Opening of the terminal extension





14,000,000 Domestic



20,000,000 10,000,000






500,000 2,000,000



































120,000,000 Domestic




100,000 80,000,000 80,000 60,000,000 60,000 40,000,000 40,000 20,000,000






































1,800,000 1,200,000 1,600,000 1,000,000

1,400,000 1,200,000


1,000,000 600,000

800,000 600,000


400,000 200,000 200,000










Las Palmas









Copenhagen Photo: Jarle Nyttingnes/Oslo Lufhavn







When travelling to Oslo Airport, you can choose between many different transport services. One of the most popular is parking. There are many different parking areas, spanning all price ranges and at varying distances from the terminal. Parking areas are well signposted from the highway. Oslo Airport owns the parking facility, which is the largest of its kind in Norway. The area has a capacity of around 20,000 spaces across nine parking areas. Included is one of the largest car parks with 6,500 spaces. In addition, there are parking spaces reserved for employees and other airport personnel. EuroPark has operated the facility in cooperation with Oslo Airport since 1998. EuroPark has extensive experience in the operation of airport parking, both in Norway and at several of Europe's busiest airports. Established in 1979, EuroPark is today the largest player in parking in Norway, with headquarters in Oslo. EuroPark is part of the APCOA Group, Europe's largest parking manager with 1.4 million parking spaces in 12 countries. Close monitoring of capacity ensures that travellers arriving at the airport can park their car safely. During pressure periods such as public holidays (where the number of cars in peak periods exceeds available spaces), and winter (when areas occasionally need to be closed due to heavy snow clearing), it is particularly important to utilise the right logistics. Roads leading to the airport always sign towards the open areas. During general holidays and other heavy traffic periods, officials from EuroPark, wearing yellow vests, are on hand to assign available spaces and answer questions. In such periods, we recommend calculating good time for parking. Despite the high demand, EuroPark has never rejected a parking customer!


EuroPark’s car parks at OSL vary from facilities adjacent to the passenger terminal (above) to cost-effective options a little further afield with free bus service.


All parking areas at Oslo Airport have barrier systems. This means that our customers do not need to be concerned about control charges (fines), as the payment is completed when leaving the parking area. At the entrance you can either press for a ticket or use a credit card directly. Upon exiting the facility, you can either pay the ticket directly or use the same credit card as at the entrance. Either way, the customer is only charged for the parking time that has elapsed. You do not need to visit a pay machine unless you’d like to pay with cash. The parking areas are very large. We recommend that customers take a note on which field they are parked on, making it easy to find the car after travelling. Many people choose to take a picture of their field with their mobile phone. If you want to park as close as possible to the terminal, with the shortest possible walking distance, you can use the parking garage P10. This is located just next to the departure and arrival hall, and you can walk safely through the conduit. P10 also offers car wash/polish services. For our customers who prefer reasonably priced outdoor parking, there are many different areas to choose from. These areas are slightly further away from the terminal, but a free shuttle bus service is offered. Buses run throughout the day with a lap time of about 15-20 minutes, depending on the number of stops along the way. You go on / off the bus at the bus stations marked on the parking areas, and just outside the terminal.

If a customer wants to save time and be guaranteed a place at a particular parking area, we recommend that they pre-book their parking. Upon reservation, the customers get a good price and are guaranteed a space, even if the parking area would be full. Reservations can be made at or If you need assistance from EuroPark’s personnel, they are available 24 hours a day, 365 days a year. Get in touch using the intercom-button in the entrance or the exit or at the information desk at the exit of P10.



Excellent service levels come as standard at all SSP retail outlets, at Oslo Airport and around the world.


SSP is the number one operator of food and beverage brands in travel locations worldwide. As The Food Travel Experts, the company is the partner of choice at over 400 airports and rail stations around the globe. With a long heritage in food and travel and over 60 years’ experience in the industry, SSP offers an outstanding range of food and beverage brands. Its brands encompass the finest local names, as well as award-winning concepts tailor-made to suit the precise requirements of a particular location. The story of SSP’s airport business began in Scandinavia over 50 years ago, and the company’s first bars and restaurants at Oslo were at the old Fornebu Airport. During the early years SSP’s main Fornebu restaurant was the «in» restaurant in Oslo, having live music, dancing and white linens. Operations were moved to the impressive new terminal at Gardermoen on the night of October 7th 1998, and outlets were open to welcome customers the very next morning. From those early years, SSP aimed to offer travellers the best of Norwegian cuisine alongside brands from around the world that satisfy the demands of the global passenger. It’s an approach that is still working well to this day. SSP works in partnership with some of the biggest-hitting global brands in the business. Many of these names are operated exclusively by SSP in travel environments. Ventures with high-profile organisations such as Pizza Hut and Starbucks, which SSP introduced to the Norwegian market, are indicative of the trust and confidence SSP inspires. But it’s not just the global super-brands that entrust their reputation to SSP. Locally renowned baker, WB Samson has been a famous name on the streets of Oslo for more than 100 years. A recent addition to the brand line-up, WB Samson at the airport

serves the same fine bakery that Oslo locals have loved for many generations. While SSP is adept at adapting brands to the challenges of the travel market, it is also a master at identifying the offers that can appear to be almost tailor-made for an airport location. When YO! Sushi first opened at Oslo in 2012, it was an immediate hit with passengers who were taken with its bright good looks and fun approach to fast but delicious dining. Other brands at Oslo Airport have been favourites with travellers for many decades. Upper Crust was especially designed to meet the needs of the consumer ‘on the go’, and is currently one of SSP’s most popular brands in Norway. But whatever the brand it is working with, the foundation of SSP’s success is its passion for food. Nowhere is this more evident than at brasserie Le Grand Comptoir. A menu created by


SSP specialises in the provision of high-quality food and drinks for hungry and thirsty travellers.

one of the country’s most talented young chefs, Christer Rødseth showcases some of the best foods the country has to offer, and allows passengers to enjoy standards of cuisine usually only experienced at the leading restaurants of the world. SSP employs over 30,000 people across 30 countries and serves over a million customers every day. At Oslo Airport, the company employs 800 people and has continually developed the food and beverage offering at the airport since it opened its first units in 1998. BRAND INFO


SSP operates an extensive portfolio of over 200 international, national, local and speciality brands. These include Upper Crust, Starbucks, Caffè Ritazza, Burger King, M&S Simply Food, Millies Cookies, O’Learys, Caviar House & Prunier, Yo! Sushi and leading Asian brands Ajisen Ramen and Saboten, as well as stunning bespoke concepts such as the Montreux Jazz Café in Geneva and the award winning Center Bar at Zurich.


SSP’s unrivalled understanding of the food travel space comes from its extensive experience, its focus on outstanding operational excellence in the unique environments of travel locations, its close partnerships with operators and industry insights gained from the company’s tailored global research programme. SSP was the first company to carry out such far reaching global research into the food travel needs of passengers, for example. The company has just completed the latest update of this in-depth study that now encompasses a new section capturing the impact of social media and technology on passengers’ food and beverage choices. The customer is at the heart of everything SSP does. The Food Travel Experts aim to deliver the best part of the journey by providing great food and drink, welcoming environments and exceptional service.




Travel Retail Norway manages OSL’s duty free outlets, the largest duty free shopping environment in Europe in terms of tax-free sales. DUTY FREE IN NORWAY


It is well known that Norwegians have to pay more for alcohol than most Europeans. A one-litre bottle of Smirnoff Vodka costs NOK 410 (EUR 51) on the domestic monopoly, for example, while the duty free cost is NOK 129 (EUR 16). When Norwegians travel though air- and seaports, therefore, duty free bargains are irresistible. For Norway’s airports, duty free helps to boost operational revenues. Norway is not a member of the European Union and can therefore still sell goods duty free to all international destinations. Intra-EU duty free, on the other hand, was abolished in 1999. With significant commercial sales revenue at stake, Oslo Airport needed to make sure that it contracted the right operator to oversee the management of its duty free retail outlets. Travel Retail Norway, a partnership between Validus Group, which comprises some of the Nordic region’s leading companies and brands, and Hamburg-based Gebr. Heinemann Group was a natural choice. Gebr. Heinemann was founded in 1879 as a ship supplier. In 1969, the company started to open its first duty free shops and in 1999 established the Travel Value brand. Today, Gebr. Heinemann operates more than 228 Travel Value/Duty-Free Shops at 47 international airports in 18 countries. The services offered to the company’s broad range of customers embrace the full value chain of the business, from distribution to retailing and logistics.


Oslo Airport stands at the forefront of duty free trading. There are four outlets: the massive ‘Duty Free’ branded outlet located immediately after document control in the international departure area, and an additional ‘Duty Free’ branded outlet at the international arrivals area, adjacent to the baggage carousel. In addition, Oslo Airport offers a Travel Value outlet where domestic travellers can shop for cosmetics, perfume and skincare at duty free prices. The latest contribution from the Heinemann outlets is the Travel Value Fashion store, located in the international departure terminal. Travel Retail Norway takes pride in its ability to keep up to date with purchasing trends. The business of selling duty free can be complex. Not only does the operator have to buy wisely – products that the public demand – but the store layout needs to be passenger friendly. The point of sale and advertising supports promotion and the general layout and atmosphere within the store makes it easy for passengers to buy and helps generate sales across the range of items in stock. The store is constantly refreshed with new displays and products, while passengers are kept up to date with promotional offers through the website For Norwegians (and indeed all international travellers), entering Oslo Airport’s duty free shop is a very pleasurable and costeffective shopping experience. The partnership between OSL and Travel Retail Norway represents one of the strongest airport-duty free relationships in the business, delivering positive returns both ways. It’s a win-win collaboration.



Travel Retail Norway’s duty free outlets at Oslo Airport dominate the retail experience in the international departures and arrivals areas


A comprehensive product range at attractive duty free prices, perfect for the international air traveller!


Photo: Øyvind Markussen/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn


G4S provides complete security solutions at OSL, where passenger screening is thorough, effective and friendly. Additional services include baggage and personnel screening, and aircraft security.


G4S Aviation Security AS was awarded the security responsibilities at OSL on 1 March 2008. Being part of the world’s largest security provider, with experience from several airports around the world, G4S had extensive experience to draw upon when commencing its first aviation security contract in Norway. It was a seamless transition as G4S took over from the former security provider early in 2008. All existing staff members were given the opportunity to transfer to G4S, for example. In 2012, OSL confirmed its trust in G4S awarding the company renewal of the security delivery contract for six years. G4S Aviation Security AS, situated at Flyporten and the terminal (OSL) employs 850 people and provides the total security solution, from passenger, baggage and personnel screening to aircraft security, secure weapons handling and assistance to passengers with reduced mobility. The safety and security needs at OSL have been in continuous development over the last years. G4S performs security screening of approximately 12 million passengers and 2 million employees and crew per year. 4,200 passengers are screened per hour on the busiest days. There has been an increase of approximately 1.5 million passengers passing through the security check since 2008. One of the most important challenges in administering the security check is knowing how many passengers will pass at any time. OSL provides their passenger predictions to help security staff planning. Predictions combined with our own experience have contributed to less than 5 minutes’ waiting time for over 90% of the passengers and that passenger satisfaction related to security services has been increasing every year. The number of passengers, employees and crew will continue its rapid growth in the years to come, demanding a continuous

focus on improvements in our delivery and an ongoing focus on increasing flow of passengers, service and quality. A close collaboration between OSL and G4S is essential for this to succeed. G4S is very pleased with the cooperative relationship and we are convinced that together we will continue to improve airport experience to all travellers in the future. OSL is going through an exciting phase building the extension to the passenger terminal, and we are looking forward to increasing security check capacity and more space to lead passengers in front of the security check. Travellers’ perception of queue will decrease and customer satisfaction will grow.



Photo: Visit Oslo AS/Nancy Bundt


The Norwegian metropolis glitters on the banks of the Oslo Fjord. Famed for its innovation culture, international outlook and industrial success stories – and backed by a massive cushion of oil wealth – Norway is one of the few countries in Europe that continues to flourish amidst global financial uncertainties. Financial prudence and economic responsibility go hand-in-hand with technological innovation. Ancient Viking culture survives alongside a cutting-edge economy and year-round tourism. And high-income Norwegians and commercial travellers alike rely on Oslo Airport, the capital airport, to serve their growing capital market.

Central Oslo at night, a beacon of style, culture and prosperity in southern Norway.


The Viking Ship Museum in Bygdøy, Oslo, showcases Norway’s incredible cultural history...

Photo: Christopher Hagelund/

Photo: Johan Berge/

Since October 1998, when all air traffic to Oslo was redirected from Fornebu to the new pride of Norway’s aviation industry, OSL has operated as the artery through which flows the economic lifeblood of the Oslo Region and the country as a whole. Norway itself has witnessed a strong economic upswing and Oslo in particular has grown considerably over the last 15 years, with OSL playing a vital role as the city’s star transportation asset. The growth stories of Oslo and OSL are ever intertwined. Founded by the Viking king Harald Hardråda in 1049 (as the old Norse sagas tell us), Oslo attained the status of capital city during the reign of King Haakon V (1299-1319) and grew into a major cultural centre over the centuries. Renamed Christiania (later Kristiania) after the great fire of 1624, the original Norwegian name was restored in 1925. Today, Oslo is the most populous city in Norway (624,000 people live in the city itself and the wider Oslo Region has 1.45 million people). Oslo and its 62 surrounding municipalities occupy only 6% of Norway’s total area, but host 35% of its population. Oslo is the nation's economic and administrative centre, and its hub of trade, banking, industry and shipping. It is also one of Europe’s most affluent and most multi-faceted capital cities. Oslo has not always occupied the status of Norway’s unrivalled commercial hub, however. Centuries ago, the national economy focused on farming, fishing and a selection of basic industries – hunting and timber, for example. By the end of the 18th century, however, merchant shipping grew rapidly in Norway and it was the City of Bergen on the western fjords, not Oslo, that became the centre of trade as Norway became a major power in shipping services. A vast range of international goods was sea-freighted all over the world, largely from ports lining the Norwegian western coast.

...while the new Oslo Opera House, opened in 2008, has become one of the city’s premier landmarks.




One of Europe’s most beautiful and green capital cities,

international travellers.

Oslo has become a popular tourism destination with Photo: Nancy Bundt/

Photo: CH/

Photo: Nancy Bundt/

Photo: VisitOSLO/Oslo Vinterpark/Norah Thomson

Photo: VisitOSLO/Rod Costa

Photo: CH/

Photo: VisitOSLO/Erik Tresse

Photo: VisitOSLO/Gunnar Strøm


Photo: Astrup Fearnley/Nic_Lehoux

Photo: Norsk Hydro/Harald M. Valderhaug

Hydro’s Sunndal Metal Plant is the largest and most modern primary aluminium plant in Europe.

An energy company with operations in 36 countries, Stavanger- and Oslo-based Statoil is the largest operator on the Norwegian Continental Shelf.


Waves of industrialisation broke across the country in the 1840s to 1870s, although times toughened in the late 19th century, when Norwegians left the motherland in their thousands looking for opportunities in North America. The first industrial breakthrough occurred post independence from Sweden (1905) – Norsk Hydro was set up and manufacturing industry connected to hydro-electrical power took off. By the 1930s, Norway pioneered the transformation from steam to diesel engines in merchant shipping and investments in the new, expanding business of oil tankers. In the midst of the so-called ‘golden era’ of the Norwegian economy, Phillips Petroleum discovered petroleum resources at the Ekofisk field (1969), offshore on the Norwegian Continental Shelf. Oil & Gas joined shipbuilding, manufacturing and seafood exports as a generator of hard currency and stimulated high growth rates in the last decades of the 20th century, bringing Norway to the top of the world GDP per capita list. When people think of Oslo and Norwegian business, the first image that usually springs to mind is oil & gas, which accounts for a third of Norway’s exports. Norway is famous for its exploitation of natural resources, shipbuilding prowess, ICT and knowledge-intensive economy, advanced technology and skilled businesses, including finance and banking. These advantages have helped to make Norway one of the most prosperous economies in the world. And Oslo is at the centre of Norwegian economic strength. Generating more than a quarter

of Norway’s total GDP, the Oslo Region has one of Europe’s highest regional GDPs. It’s also the fastest-growing Scandinavian capital, reporting 2% annual population growth in recent years. A quiet revolution has turned Oslo from a respectable Nordic capital into a cosmopolitan force on the world stage. It might be an ancient capital, but Oslo is always pushing boundaries. OSLO’S GROWTH SUCCESS

Home to around 1.5 million people, the Oslo Region occupies a strategic position in the area where the North Sea connects to the Baltic Sea. The city has become a destination of choice for a large number of international corporations over the past 30 years, during which time it has consistently been one of the highest-performing metro areas in Scandinavia. Oslo in 2013 is home to more than 2,600 large and mid-size companies, including Hydro (energy and aluminium), Telenor (communications), Yara (fertiliser products), Cermaq (fish farming), Aker Solutions (oil services), Orkla (chemicals and branded consumer goods) and Wilhelmsen Maritime (shipping). Oslo is also a key player in the Subsea Valley economic cluster organisation, which extends from the capital 75 kilometres westwards to Kongsberg. With 135 specialist companies in the subsea engineering sector, including FMC Technologies, Aker Solutions and GE Vetco, Subsea Valley is driving Norwegian leadership in subsea production systems (a segment in which Norwegian suppliers have a 60-70% global market share).


Photo: Statoil/Øyvind Hagen


One of the leading world cities in terms of productivity, major growth drivers over the last 15 years and beyond include expertise, business friendliness, infrastructure, multilingual workers and economic growth potential. Economic growth since 1990 has been based on a strong domestic position in the global maritime, oil, and gas sectors, supported by niche knowledge-based services, including ICT, finance, and consultancy. Economic diversification is the trend, as Oslo seeks to attract further high-performing small firms and entrepreneurs into the high-tech city limits. It’s not just the economy that has grown strongly. The population of the City of Oslo, not including the wider metro area, has increased strongly, from 530,000 people in 2004 to 624,000 in April 2013 (Statistics Norway). The increase is due in an almost equal degree to a high birth rate and to the effects of widespread immigration. Oslo has become a city of diverse, international character, with 189,400 people of immigrant background living in the city. In 2008 alone, 15,000 people from outside Norway chose to make Oslo their home and Norway saw 47,300 new international residents in 2012. Alongside Norwegians, you’ll find large numbers of people of an Asian or African descent in Oslo, alongside substantial populations of Iraqis, Somalis, Pakistanis and Iranians, as well as growing numbers of Russians and Polish residents. 30.4% of the entire city population are immigrants and first-generation children of immigrants. By 2040, that figure is forecast to rise to 47%.



Norwegian-born to immigrant parents

Poland Sweden Pakistan Somalia Lithuania Iraq Germany Vietnam Denmark Iran Philippines Russia Turkey Thailand Bosnia-Herzegovina Sri Lanka United Kingdom Afghanistan Kosovo India Eritrea China Morocco Romania Latvia United States

76,662 35,602 18,440 24,015 28,605 21,961 24,240 13,422 18,672 15,557 16,335 15,802 10,786 14,988 13,232 8,943 13,718 12,195 9,821 8,691 10,040 7,558 5,228 7,947 8,077 8,102

5,939 1,865 15,194 9,102 1,935 7,653 2,158 7,929 1,632 3,304 1,672 2,142 6,218 595 3,381 5,648 786 2,254 4,243 3,269 1,718 1,467 3,616 719 425 322


82,601 37,467 33,634 33,117 30,540 29,614 26,398 21,351 20,304 18,861 18,007 17,944 17,004 15,583 16,613 14,591 14,504 14,449 14,064 11,960 11,758 9,025 8,844 8,666 8,502 8,424







61 0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

* Except Turkey Source: Statistics Norway,

Photo: Statoil/Øyvind Hagen

Oil & gas production accounts for a third of Norway’s exports. Government revenues from the industry go


Photo: Statoil/Øyvind Hagen

into one of the world’s largest sovereign wealth funds.

Photo: Pål Bugge/inn/Innovation Norway

The Oslo Stock Exchange (Oslo Børs) brings domestic and international investors together with issuers in

Photo: Siv Nærø/Innovation Norway

Photo: Yara International ASA

Photo: Innovation Norway/Heidi Widerøe

Norway, in a fully regulated environment.


Photo: Øyvind Markussen/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn

OSL plays a vital role in the economic lifeblood of Oslo, Norway and wider Scandinavian markets.

Oslo’s internationally focused population and Norway’s businesses need to network to important cities around the world, via the natural air travel hub, OSL. THE OSL EFFECT

OSL is more than a major international airport. It’s also a major economic catalyst for the Oslo Region, and the area to the north of Oslo city centre in particular. Indeed, the airport area has been one of the fastest growing economies in Europe in later years. A large amount of the credit for this should go to OSL, which has delivered positive direct and indirect impacts to the local region of Øvre Romerike (eight local authorities). OSL as a whole has consistently employed between 12,000 and 13,000 people within the airport’s boundaries. This figure includes the workforce of Oslo Lufthavn AS itself – air- and landside staff, ATC specialists, administration employees and others – as well as those employed by the hundreds of companies with operations at OSL, including the airlines and service providers, from ground handling to retail and parking. Indirect effects related to development of services located nearby the airport, such as hotels, restaurants and retailing on the airport, transport services, include estimated indirect jobs of more

OSLO IN 2012 64

GDP: Share of National GDP: GDP per Capita:

US$76,024,682,827 27.16% US$55,509

than 25,000 (Institute of Transport Economics, TØI, 2001). Roughly 30% of total employees are from the local region, making OSL a significant generator of wealth and business north of Oslo. Prognoses from official bodies – including the national data collection agency Statistics Norway – suggest that Oslo and the area north of the city in particular will continue to benefit from high population growth over the next 20 years. Oslo, it is thought, will spread outwards, to the north where land is more freely available than to the south, bringing the city and its airport closer together. Further business development is expected in the airport area; in time, the latter may act as a prime locality for businesses looking to serve the whole capital area. OSL has a vital part to play in the future economic wellbeing of the Oslo Region. OSL plays a decisive part in the Norwegian aviation system – its wellbeing and growth are essential to the health of the 45 other airports under Avinor control – and as a hub for a large number of international services. The regions, then, are equally dependent upon a well functioning primary airport with a strong route network profile, year-round and seasonal, of domestic and international air services. The OSL effect is felt nationally. As Norway develops, the airport will continue to play a critical role on behalf of Oslo, the southern region and the country as a whole.




Head to the fully equipped and refurbished fitness centre to maintain the workout regimen, or relax in the sauna. We also urge you to try out the hotel’s golf simulator, providing a wide selection of virtual courses, as an excellent on-sight leisure activity. RESTAURANT & BAR

The Radisson Blu Airport Hotel places guests right next to the airport terminal and offers direct access via a covered walkway. In addition, bus and train stops are only 100 metres from the hotel. Five hundred guest rooms and suites provide deluxe comfort, including coffee and tea provisions, perfect for relaxing after a long day of travel. Radisson Blu Airport Hotel offers 500 quiet, comfortable rooms decorated in one of six distinct styles: Naturally Cool, Maritime, Oriental, Scandinavian, New Scandinavian and Chili. All rooms are equipped with sound-proofed windows, ensuring you a soothing stay.

Toot’s International hosts the daily breakfast buffet, which serves an array of breakfast favorites, as well as providing lunch and dinner for private events. Serving light meals and selections from the delectable threecourse-menu, AfterGate, caters to the tastes and schedule of every traveler. Drop in for a quick bite, or relax and enjoy a leisurely dining experience. You can also stop by the Toots Bar for a hot coffee or cold cocktail, or sit back with a hot coffee next to the lounge’s cosy fireplace to rest a moment before catching their next flight. Free high-speed, wireless Internet, is available throughout the hotel, helping you to stay connected during your stay at our hotel. MEETING & EVENTS

Event and meeting planners will find well-equipped meeting rooms at Radisson Blu Airport Hotel, perfect for a variety of events. The facilities include 31 conference rooms furnished with modern audiovisual equipment, free high-speed, wireless Internet and sound-proofed walls. The hotel’s dedicated Meetings & Events staff ensures that every event, from small to large, is a success.




The Park Inn by Radisson Oslo Airport Hotel offers comfortable accommodation steps away from the airport terminal building. The 300 modern rooms at the hotel are extremely well soundproofed and designed for both the business and leisure guest. Only 20 minutes from the city centre, the hotel also provides access to top attractions like the National Opera and the magnificent Akershus Castle. After working or sightseeing, guests can unwind in one of the stylish hotel rooms, which feature vibrant colors and window seats overlooking Oslo Airport. The hotel’s fully equipped fitness room helps guests refresh and rejuvenate after a long flight or a busy day of sightseeing. RBG BAR & GRILL

As an individual traveler, or as a part of a group, the RGB Bar & Grill restaurant offers a wide range of high quality food. Guests can enjoy a lovely dining experience with a combination of healthy, convenient and affordable food directly at the airport. The RBG Bar & Grill is a spacious and stylish restaurant that can seat up to 220 guests in a vibrant and innovative environment, where guests can enjoy signature dishes straight from the grill. For a late night drink or catch up with business associates, you can lose yourself in our relaxing and colorful bar. MEETING AND CONFERENCE FACILITIES


The hotel provides complimentary high-speed and wireless Internet access for all guests, including meeting delegates. With 46 state-of-the-art meeting rooms and a large, beautifully designed ballroom for up to 250 delegates, the hotel is a perfect venue for any corporate event.



Situated a few steps from the boarding gates at OSL, the hotel specialises in comfort, good food, all kinds of meeting facilities and, of course, a warm welcome!

Photo: Espen Solli/Oslo Lufhavn


Oslo Airport celebrates its 15th anniversary with more routes and more passenger and airfreight volumes than ever before. Supported by a valued community of airlines and handling agents, ground transport providers and other aeronautical and non-aeronautical specialists, the airport continues to provide seamless operations 24/7, even with the largest construction project to hit Gardermoen since 1998 in full swing. It’s quite a challenge to maintain the efficiency and punctuality levels that have defined OSL’s 15-year history, but that challenge is being overcome with flexibility and style.

Photo: Espen Solli/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn

OSL works to provide the same friendly, efficient and


On a busy day in summer at Oslo Airport there are more than 700 arriving and departing flights, and over 80,000 passengers use the terminal (an all-time-high of 87,000 passengers used OSL on 14 June 2013; July 2013 was a record month, with 2.2 million passengers). Take Friday 26 July as an example. The 301 passenger services that arrived at OSL that day began with the 00.15 Flight from Larnaca (Norwegian) and ended with Norwegian’s 23.55 touchdown from Munich. Meanwhile, 347 services departed on this peak-season Friday, the first taking off at 05.05 (Corfu, Jet Time) and the last at 23.35 (Rhodes, Norwegian). On this particular summer’s day – as on the other 364 days of the year – OSL catered for scheduled traffic, charters and freight traffic and maintained the efficiency levels that have won the airport its enviable reputation over the last 15 years. Despite the sharp increase in annual passenger volumes, OSL is working well around the clock. Even at peak traffic periods, when you might expect the sheer volume of people, luggage and aircraft movements to strain infrastructure and services, the airport fulfils its obligations with an elegant functionality. By installing interim infrastructure for use throughout the Terminal 2 project, OSL is also making sure that passengers do not feel the normal headaches that arise as a result of large-scale on-site construction. Effective, efficient and easy-to-use, OSL in 2013 is a model of how capital airports can cater to all-year-round traffic demand without ever compromising on the quality of the travel experience.

Photo: Espen Solli/Oslo Lufhavn

warm welcome to all airport users.

In 2012 – and for the second year running – international flight and airport information provider FlightStats named OSL as Europe’s most punctual airport, as part of its On-Time Service Awards. This award is the latest in a string of high profile accolades given to Oslo Airport by respected international industry bodies (see page 37 for further details). Oslo Airport is a work in progress, but it is that work that continues to fulfil its primary objectives as Norway’s air transport hub. More people than ever are flying through OSL and this growth trend is expected to continue for many years to come. So, the Oslo Airport you see today may well be different the next time you pass through – but the service level will certainly be the same! As in 1999, two major scheduled airlines dominate the OSL route network in 2013. 15 years ago, it was SAS and Braathens SAFE, which carried a full 75% of Oslo Airport’s total passengers between them. In 2012, the dominant airlines were SAS and Norwegian, which flew 41% and 36% of total passengers respectively. Other important international airline partners included Lufthansa, Thomas Cook, KLM, Widerøe and British Airways. These companies, like all of OSL’s airline customers, are playing a vital role in the on-going development of services and possibilities through Oslo Airport. As we shall see, their contribution to choice and availability has spread the Oslo network far and wide, across and beyond Scandinavia and Europe, to bring Norway closer to the world.


The OSL 2013 route network is larger today than it has ever been in the course of the airport’s 15-year history. On the domestic front, all major and key PSO destinations are covered with 27 routes, cementing OSL’s status as a true national hub. Two of the airport’s biggest and most significant customers account for the lion’s share of intra-Norway flights. SAS and Norwegian have the largest choice, with destinations offered by both carriers including the busiest domestic routes to Trondheim, Bergen, Stavanger, Tromsø, Bodø, Ålesund, Kristiansund, Harstad/Narvik, Haugesund and Molde, as well as flights to Kirkenes, Alta and Longyearbyen in the far Arctic north. Another long-standing OSL customer, the regional carrier Widerøe, satisfies smaller, but still important destinations across the nation – Florø, Førde, Ørsta/Volda, Sandane, Sogndal, Røros, Brønnøysund, Sandnessjøen, Mosjøen and Mo i Rana. OSL’s three busiest routes are all domestic: 1.8 million people flew on the Oslo-Trondheim route in 2012; Oslo-Bergen attracted 1.7 million travellers and the Stavanger services accumulated just over 1.5 million people. These routes are among the busiest routes in Europe. Tromsø, meanwhile, was OSL’s sixth most popular destination, with a little over a million passengers in 2012. In 1999, OSL had 49 international scheduled routes. That number dropped to 47 in the airport’s fifth anniversary year, but rose strongly from then on and OSL turned 10 in 2008 with 101

The airline community includes a wide range of

Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn

scheduled, charter and freight customers.


Photo: Ă˜yvind Markussen/Oslo Lufhavn


international routes and hosted 104 scheduled services in 2012. Until 2004, domestic passengers outnumbered those arriving or departing on international flights (in 1999, 1.2 million more people chose to travel within Norway via OSL than internationally), but the international market now consistently outstrips domestic demand. In 2012, international travel numbers stood at 11.8 million, while almost 10.3 million flew on domestic services. OSL today is a major hub linking Scandinavia to all major European countries and to a strong selection of long-haul destinations. Primary city links from OSL include Copenhagen (1.3 million passengers in 2012), Stockholm (1.2 million), London (935,000) and Amsterdam (606,000). With approximately 60 year-round routes and a wide variety of summer and winter seasonal services, Norwegian Air Shuttle has OSL’s largest and fastest-growing route network, followed by SAS (29 routes, plus seasonal services). The international market segment also includes such high-profile names as Aeroflot (Moscow), Air Berlin (Berlin), Air France (Paris), airBaltic (Riga), Austrian Airlines (Vienna), British Airways (London), Brussels Airlines (Brussels), Estonian Air (Tallinn), Finnair (Helsinki), Germanwings (Hamburg), Icelandair (Reykjavik), KLM (Amsterdam), Lufthansa/Lufthansa Regional (Düsseldorf, Frankfurt, Hamburg, Munich), Pakistan International (Islamabad, Lahore), Qatar Airways (Doha), Swiss International (Zürich), TAP Portugal (Lisbon), Thai Airways (Bangkok), Turkish Airlines (Istanbul), United (Newark) and Vueling (Barcelona). These headline services underpin OSL’s status as a premier Scandinavian hub. Added to this network is a range of new, high profile routes (such as Norwegian’s 2013 services to North America and Thailand) and a robust charter flight scene catering for Oslo’s strong


Destinations served at OSL on our sample day (Friday 26 July 2013) included: 1. Domestic: flights to cities such as Bergen, Bodø, Harstad/ Narvik, Stavanger, Tromsø and Trondheim (SAS/Norwegian) and smaller destinations like Brønnøysund, Florø, Førde and Ørsta/Volda (Widerøe), and Fagernes (Air Norway). 2. Scheduled European: a broad range of services across the continent, both business travel and leisure orientated, including Amsterdam (KLM), Barcelona (Norwegian, SAS, Vueling), Berlin (Air Berlin, Norwegian), Brussels (Brussels Airlines), Copenhagen (Norwegian, SAS), Frankfurt (Lufthansa, SAS), Gothenburg (Widerøe), Hamburg (Norwegian), Helsinki (Finnair), Kiev (Norwegian), Lisbon (TAP Portugal), London (British Airways, Norwegian, SAS), Moscow (Aeroflot), Milan (Norwegian, SAS), Munich (Lufthansa, SAS), Paris (Air France, SAS), Rome (Norwegian, SAS), Riga (Air Baltic, SAS), Stockholm (Norwegian, SAS), St. Petersburg (Norwegian), Vienna (Austrian) and Zurich (Swiss) 3. Charter European: such favourite leisure hotspots with the Norwegian outbound market as Antalya (Corendon Airlines, Tailwind Airlines), Burgas (Jet Time), Chania (Primera Air Scandinavia, novair), Corfu (Jet Time), Dalaman (TUIfly Nordic), Larnaca (Thomas Cook, TUIfly Nordic), Palma Mallorca (Thomas Cook) 4. Long haul: Bangkok (Thai Airways), Doha (Qatar Airways), New York (Norwegian, SAS, United Airlines)

OSL’s domestic route network takes in 30 destinations,


Photo: Øyvind Markussen/Oslo Lufhavn

from the fjord coast and interior to the Arctic north.

outbound leisure market. Air Cairo, Air Méditerranée, Arkia, Corendon, Korean Air, Primera Air, Thomas Cook, Nouvelair Tunisie, Novair, TuiFly Nordic and others transport large volumes of Norwegian tourists to Europe’s sun and sand destinations; increasingly, inbound charters are focusing not just on the fjords, but on the majesties of arctic Norway, the ‘nightless night’ and the Northern Lights. FREIGHT

Norway’s international economy and the diversity of its major global businesses help to make Oslo Airport a dynamic national distribution and logistics hub. Freight volumes have grown significantly over the last 15 years. Volumes have risen from 81,155 tonnes in 1999 to 104,543 tonnes in 2012 (30,795 tonnes flown to and from domestic destinations; 73,748 tonnes internationally). Thanks to runways that are long enough for aircraft to operate with maximum payload on even long-haul routes, a modern 20.6hectare air cargo area and a 24/7 operating licence, the airport is well suited as an airfreight hub. Fast ground transport to key origin/ destination markets in Norway and Sweden add to OSL’s appeal. In 2013, all the major global express couriers are using OSL, many specialising in general cargo and fish. Regular freight enterprises include Amapola Flyg, Asiana Cargo, DHL, FedEx, Korean Air Cargo, Qatar Airways Cargo, Swiss WorldCargo, TNT Airways, UPS Airlines and West Air Sweden. Whilst work continues on the passenger upgrades, OSL has large areas of land available for business development, both within the airport boundaries and in neighbouring areas. The cargo centre itself is located close to the passenger facilities and includes the SAS Cargo and Braathens freight terminals, the DHL express cargo terminal and the Oslo Cargo Center combined office and cargo building.

Airfreight is an important element in the OSL operation.

Photo: Espen Solli/Oslo Lufhavn

More than 100,000 tonnes are processed annually.

With heated, cool and deep freeze facilities, quarantine, livestock handling, X-ray equipment, mail handling and areas for containers and pallet building and breaking, OSL has all airfreight bases covered. OSL AND PUBLIC TRANSPORT

Photo: Øyvind Markussen/Oslo Lufhavn

Not only is Oslo Airport fulfilling its many obligations to passengers and airport customers; it is also living up to the original airport masterplan, which envisaged high utilisation of public transport by those who passed through its doors. According to the Airport Survey Quality (ASX) 2012 report, Oslo Airport has more than lived up to this vision through the high-quality provision of several public transportation choices (rail, with Flytoget and NSB services, and a broad selection of airport bus services). When the proportion of passengers who used public transport was calculated at 59 European airports, OSL came right at the top with an impressive figure of 64%. Zurich Airport placed second, with a public transport share of 62%; Copenhagen came third with 57%. Much of this success is down to the efficiency of Oslo Airport’s express train, Flytoget, which takes passengers direct from the train station within the airport terminal to Oslo Central Station in just 19 minutes. Flytoget is the most popular mode of transport for travellers to and from OSL. Together with other rail services operated to/from the airport by NSB, rail accounts for a full 47% of total public transport journeys. Bus services account for another 21%. As the original airport masterplan vision dictated, OSL has become an integral element in a holistic public transportation system – saving energy and associated costs of fuel usage, reducing greenhouse gas emissions and ensuring that the Oslo Region remains one of the greenest capital city areas anywhere in Europe.

Approximately 64% of Oslo Airport’s passengers use


Photo: Øyvind Markussen/Oslo Lufhavn

public transport on their way to/from the airport.

PASSIONATE ABOUT TECHNOLOGY The Internet revolution that began in the 1990s and is now part and parcel of most people's everyday lives has had a dramatic impact on the aviation sector. Indeed, the revolution provided the foundations for the low-cost airline sector, with air travel consumers booking their flights online for the first time, without the need for a travel agent. The Internet and the technology revolution that has followed has not only delivered immense changes to the airline industry; it has also transformed airports. OSL has always been at the forefront of the technology revolution and, where possible, actively deploys technology to help optimise the passenger experience. The terminal design has facilitated the deployment of advanced hardware technologies. An example of this is the rows of common user terminals (CUTE) – self-service check-in

machines that are now widely available in the departure hall. These are complimented by un-manned baggage drop check-in desks. Wherever possible, OSL invests in the latest technology in order to make the transition through the airport as easy and simple as possible. To complement the self-service technology, OSL has introduced 'Floor Helpers', customer service representatives tasked with ensuring that travellers who experience a problem checking in via self-service get effective assistance. The widespread employment of technology across the passenger handling experience at OSL is matched by other innovations. Notable examples include the OSL APP, free WIFI within the airport terminal, live flight information on the OSL website, parking pre-booking and the latest-generation technologies in baggage handling and tracking.



A forward-thinking 21st century hub airport works proactively on many fronts to limit its environmental impact, and to ensure sustainable development that balances growth and efficiency with social and environment considerations. As with all major transport activities, air travel inevitably has a negative impact on the

environment. OSL goes to great lengths to minimise this impact across the board. In 2102, OSL adopted a new environmental policy in keeping with that of the parent company, Avinor. The policy is implemented through the adoption of principles and goals listed in the panel, below.


OSL operates Norway’s main airport according to plans aimed at making it Europe’s best airport. Environmental considerations are crucial for the development of the organisation, and OSL is to be associated with environmental protection in a positive light. Principles for environmental work:


• OSL complies with laws, regulations and regulatory requirements and will in some areas seek opportunities to exceed requirements. • OSL utilises recognised environmental certificates. Our environmental management system ensures that we continuously improve our environmental performance in a systematic manner. • OSL applies the ”precautionary principle” and works in a risk-based manner to minimise pollution and avoid negative environmental impact. OSL conducts systematic environmental and practical training. OSL coordinates environmental measures and leads the way in an active partnership with subcontractors and other parties operating at the airport. • OSL emphasises and integrates environmental considerations early in planning, projects and procurement. Development projects are implemented with a strong environmental focus.

• OSL engages in open, constructive and proactive dialogue with partners, local communities, authorities, aviation organisations and other stakeholders. • OSL collects and uses the best available knowledge, equipment and technology and constantly seeks to find innovative solutions to tomorrow’s challenges. We collaborate with research and development communities both in and outside Norway. OSL is committed to: • Monitoring, preventing and reducing the impact of airport noise. • Monitoring and minimising the use and discharge of chemicals to ensure that water and soil are not contaminated. • Limiting and compensating for the carbon footprint of our activities, and encouraging our partners to do the same. • Making operations more energy efficient and facilitating increased use of renewable energy sources. • Minimising waste and optimising the percentage of sourceseparated waste. • Choosing products and materials with a view to minimising their environmental impact from a life-cycle perspective.


As air traffic grows, aircraft noise can become increasingly problematic. A new set of noise abatement regulations was implemented for OSL on 7 April 2011 to minimise noise impact, covering both approaches and takeoffs. Noise abatement regulations impose restrictions upon runway usage at night (22:30 to 06:30) and so called ‘tolerance corridors’ to ensure more uniform routes for each aircraft movement. In collaboration with the major airlines and Avinor, OSL continues to work to overcome noise challenges and to keep noise pollution to an acceptable level, 24 hours a day. WATER AND SOIL

Oslo Airport extends over part of the Romerike aquifer and a portion of the eastern runway lies above a potential future underground drinking water reservoir. With nature preservation areas close by and rivers to the southwest, OSL is tasked with fine-tuning its environmental strategy, to meet the standards set by the Norwegian Environment Agency and the Norwegian Water Resources and Energy Directorate (NVE) at all times. Norway’s cold winter months make use of de-icing chemicals on aircraft and runways an absolute necessity. Winter operations and protection of the groundwater and local waterways therefore pose a constant environmental challenge. Wastewater and the majority of spent de-icing chemicals (glycol and formate) are processed at the Gardermoen treatment plant. Surface water with the highest glycol concentrations is delivered to a local recycling plant, where it is concentrated for re-use as industrial glycol. The remainder of the de-icing chemicals decomposes in the ground along the runway systems. In general, OSL manages to collect more than 80% of used de-icing fluids, and to keep de-icing discharge within environmentally acceptable limits. Better still, OSL uses the most environmentally friendly de-icing fluid on the market. Temperature and weather conditions determine the final make-up of the fluid, which contains water, propylene glycol and some

additives. Aircraft are de-iced at four special platforms, while organic salt (formate) is used on the apron, taxiways and runways to ensure sufficient friction levels. ENERGY

Oslo Airport’s Energy Centre, which provides heating and cooling energy for OSL’s buildings, tenants and pavement heating installations, consists of a heating plant, a cooling plant and a groundwater heat exchange system, which extracts heat from OSL’s buildings in summer and stores it for use in winter. The Energy Centre also has four heat exchangers that are provided with biomass-fuelled heat from Hafslund District heating. Additionally, there are four oil-fuelled boilers. These run infrequently, only when there is insufficient energy supply from the alternative sources and are subject to regulations regarding greenhouse gas (GHG) emission allowance trading. WASTE

All companies at the airport participate in a joint waste management scheme in which the same disposal company handles all waste. Waste is separated at source and brought to fixed collections points for removal. All waste is delivered to an approved facility for final processing and recycling. CLIMATE

OSL acknowledges its burden of responsibility as Norway’s principal airport in the sphere of greenhouse gas emissions. Each year, the airport accounts for its climate impact in accordance with the Greenhouse Gas Protocol and the ISO 14064 series. OSL has been carbon neutral since 2006. In 2010, OSL became Airport Carbon Accredited at the highest level based on its performance in 2009. An action plan is in place to reduce GHG emissions in the period 2010-2016. Its major goal is to decouple GHG emission trends from projected traffic growth.



As the largest airline in Scandinavia and the flag-carrier for Norway, Denmark and Sweden, Scandinavian Airlines (SAS) has played a hugely significant role at Oslo Airport since the very first moments of the airport’s operational life. On 8 October 1998, a SAS service to Stockholm was one of the very first aircraft to take off at OSL. 15 years later, the carrier maintains a powerful presence at Norway’s hub airport. As of October 2013, SAS serves more than 40 international and 14 domestic destinations through OSL. Norway and Oslo worked hard from the early 1980s to find a new solution for air transport in the Capital Area, since Fornebu Airport was too small to cope with the increasing


demand for air travel. The opening of OSL’s doors in October 1998 was a huge milestone for both the Norwegian community and for SAS. Since then, SAS’ traffic has grown steadily and now stands at 9 million per annum. SAS congratulates Oslo Airport on 15 successful years of operation. As SAS Executive Vice President Eivind Roald explains, the stories of Norway’s premier airport and its largest airline customer are closely interwoven. Mr. Roald is responsible for Sales & Marketing oversight. He is the single Norwegian in the Airline’s Group Management. We met him at the site of the old Fornebu Airport, where SAS still has some offices together with Widerøe.

Photo: Ă˜yvind Markussen/Oslo Lufhavn


SAS maintains a powerful presence at Oslo Airport, serving more than 40 international and 14 domestic destinations.

Q: WHAT ROLE DOES OSL PLAY IN THE SAS NETWORK? OSL is the single most important airport in our total network, which flies more than 28 million passengers a year. Due to the fact that domestic traffic is essential for the Norwegian community – bringing people from Finnmark in Northern Norway to and from Oslo in the same day – the importance of OSL cannot be overstated. SAS is a large-scale operator, both in terms of domestic travel and intra-European traffic, and would not have been able to increase traffic volumes over the last 10 years without the capacity on offer at OSL. Every day, around 30,000 of our customers pass though our Oslo hub. SAS operates more than 300 flights daily to and from this effective and well-designed airport. OSL has a strong reputation for efficiency. Especially during winter operations, the airport is at the forefront of international airports worldwide in this respect. This, in turn, enables SAS to operate with a punctuality level that can cope with demand and stand with the best in the world. Q: HOW DOES SAS RATE OSL TODAY? OSL has, up to now, been one of the most effective airports in Europe. From this summer and until the next phase of the expansion in the passenger Terminal has been completed in the summer of 2017, all parties have a more challenging situation to deal with. I am sure that OSL will also make this part of the airport’s development a successful story. Regarding operational efficiency, I have already mentioned winter operations. But without the co-operation with OSL, it should be restated that our excellence in punctuality would not have been possible. The market potential at OSL depends upon how travel can be made even more easy and convenient. Together with OSL, SAS has been working to achieve a better transit solution for passengers travelling from international destinations to domestic airports in Norway, via OSL. Ultimately, this effort is designed to

make OSL an even more competitive hub in Northern Europe. With SAS’ recent deal with Airbus for the delivery of up to 18 new wide-body aircraft within the next 10 years, we see good potential for onward expansion at OSL. SAS, in partnership with OSL, has already established security fast track and lounges for international passengers. Soon, we will offer similar facilities to our domestic customers. Through such measures, SAS is a driver in pushing forward new and more effective solutions at Norwegian and Scandinavian airports. Q: WHAT MUST OSL IMPROVE OR FOCUS ON TO PLAY A KEY ROLE IN SAS’ FUTURE DEVELOPMENT? Naturally, OSL must maintain its excellent customer focus and must ensure that operations during the expansion period (until 2017) are effective and smooth. Ideally, OSL should work to reduce charges and airline costs. There should be a one-stop security transfer system. After 2017, the airport will also have a dedicated SAS area. SAS remains a vital partner at Oslo Airport. We look forward to many more years of success at OSL!

The airline has a modern, well-equipped fleet. Its famous white, blue and red livery is a familiar sight at OSL.



Norwegian Air Shuttle ASA, commercially branded ‘Norwegian’, flew its first low-cost services from Oslo Airport in September 2002 and has since become one of OSL’s most important airline partners and a major force in the airport’s domestic and international networks. Fuelled by the vision that ‘everyone should afford to fly’, Norwegian began its low-cost success story by responding to the need for greater competition and lower prices in the Norway market – offering competitive, high-quality transport experiences based on operational excellence and a helpful, friendly service. Norway remains a core market area in what has since become a global business. Norwegian is the second largest airline in Scandinavia and the third largest low-cost airline in Europe. Its route portfolio stretches across Europe into North Africa, the


Middle East, the Far East and the United States. In 2012, 17.7 million passengers chose to fly Norwegian. NORWEGIAN, OSLO AIRPORT AND GLOBAL GROWTH Oslo has been Norwegian’s home base for more than a decade and will continue to be important in years to come, as airline and airport build upon their already close and productive relationship. In 2012, Norwegian carried 36% of OSL’s total passengers, to and from some 60 year-round destinations in Norway, Europe and beyond, a well as a broad portfolio of summer and winter seasonal leisure routes. Norwegian fully expects that Oslo Airport will continue to play a major role in the development of the carrier’s route portfolio for the foreseeable future. Although Norwegian will increasingly

Rapid growth. Norwegian’s low-cost route network from OSL serves a wide range of destinations in Norway, across Europe and long-haul.

expand internationally, OSL will remain an important airport in the Scandinavian market, not least as a Gateway to Scandinavia and beyond for international travellers. Further, as the airline industry becomes more and more global – and as more people from origin markets in Asia travel to Europe for both business and leisure purposes – Norwegian sees great potential for OSL to become an important connection point for passengers flying from east to west and vice versa. This development would not only stimulate passenger volumes flying with Norwegian through Oslo; it will also attract hundreds of thousands of new jobs in Norway and, in turn, create thousands of new jobs locally. In 2013, when Norwegian set off on its ‘long-haul revolution’ – initially flying passengers to New York, Fort Lauderdale, Orlando, San Francisco, Los Angeles and Bangkok on brand-new Boeing 787 Dreamliner aircraft – the carrier began its route availability from Oslo. The first long-haul flight took off on 30 May from Oslo Airport, bound for New York-JFK.

BEST LOW COST AIRLINE IN EUROPE, 2013 Norwegian was proud to receive the award of Best Low Cost Airline – Europe at the Skytrax World Airline Awards, held in Paris in June 2013. Excellence in customer service and the availability of free WiFi across many Norwegian aircraft particularly impressed passengers. Offering top quality service levels at all times, Norwegian really stands out from the crowd in one of the world’s most competitive markets for low cost air travel!


It is highly likely that even more exciting long-haul destinations will be available through OSL in the future. For example, Rio and Houston are both interesting destinations that may well be considered in the coming years as Norwegian’s American business really takes off. The United States market is currently the low-hanging fruit, with high passenger volumes travelling between the US and Europe every day. Norwegian obviously wants to serve demand in this market, which explains why its long-haul low-cost business focuses on American possibilities. Longer term, the Asia market has great growth potential as larger numbers of the growing Asian middleclass choose to spend time in Europe.

Photo: Øyvind Markussen/Oslo Lufhavn

STILL GROWING IN NORWAY It may have global ambitions, but Norwegian is no less committed to the Norway market today than it was in 1993, when the carrier was set up to serve regional domestic routes on the west coast. Today, Norwegian operates approximately 15 Norway routes from the Oslo base – major destinations include Ålesund, Bergen, Bodø, Harstad/Narvik, Kristiansand, Molde, Stavanger, Tromsø and Trondheim. Domestic air transport is a vital element in Norwegian’s business model and, thanks to its extensive intra-Norwegian scheduled route portfolio, there is no better choice available for travellers looking to visit the west coast and arctic north comfortably and affordably. Long-haul expansion is set to bring substantial benefits to Norway’s tourism industry. Between 30% and 40% of total passengers on the Oslo-New York service originated in the use during the route’s first three months of operation. If Norway’s tourism authorities market Norway effectively to the America source market as a preferred destination, and offer tailor-made Norwegian adventures, the tourism industry in Norway should boom. And, if this potential is fully exploited, Norwegian will be more than happy to fly them to our wonderful country! THE NEXT 15 YEARS When Oslo Airport first opened its doors, few could have predicted the rise of Norwegian as an airline born in Norway, but now considered to be one of the most important and progressive low-cost airlines in Europe and the world. Much of OSL’s success in passenger volume growth, in fact, is due to the fast-paced expansion of Norwegian, which has managed to buck global economic downturns and pushed new boundaries in its core Scandinavian markets with its attractive blend of low fares and high-quality service. So, what do the next 15 years have in store? Thanks to its passengers, Norwegian has been a success. In order to stay competitive in the coming years, the carrier needs to grow globally, to take the necessary steps and position the business to meet future competition – the competitors that Norwegian knows will come but are not yet here. Companies that adapt and stay profitable will not only secure existing jobs and create new ones; they will offer the best products and the lowest fares to their customers. If Norwegian succeeds in this objective, the carrier will keep making sure that everybody can afford to fly.




Øveraasen AS celebrates its 105th anniversary in 2013. After seven years’ working for companies in the States – acquiring the very best knowledge of the modern petrol engine, its design and production – brothers Hans and Even Øveraasen returned home from America to start up their factory in Gjøvik more than a century ago. They had also learnt about sales and were eager to put their knowledge into practice back in Norway. Øveraasen was founded on 13 March 1908 in very modest accommodation in Wangsaga. Production started with stationary engines (‘Trygg’ in Norwegian) and a variety of engines for maritime operations. Fast product development ensured that production rates increased every year. Øveraasen developed the world’s first car-mounted snowplough in 1923 and quickly built up an impressive portfolio in the sector. The new product, in fact, became the platform upon which Øveraasen successfully grew its business – and the primary reason why the company is still in business 90 years later.


By the 1940s and 1950s Øveraasen was also manufacturing sawmill equipment, while the production of machinery for the aluminium industry played an important role long into the 1970s. Important events took place in transport during the latter half of the 1960s. Mountain passes, which had previously been closed throughout the winter season, were now directed to be kept open all year round. The snow blowers that Øveraasen manufactured for this purpose were the largest the world had ever seen! From 1985 onwards, Øveraasen sensed another gap in the market and began investing heavily in the development of snowclearing machines to keep airports open during the winter. Air traffic would grow, as would the sector’s extremely strict requirements about snow removal. And airports wanted airlines to enjoy the same operational conditions regardless of the season. Regularity was to be absolutely critical. Øveraasen saw substantial opportunities for growth. If the company listened to airports’ wishes and requirements, it could tap into a large market. So Øveraasen listened.

Øveraasen snow clearing equipment is built to withstand the most extreme conditions.

Photo: Espen Solli/Oslo Lufthavn

The company’s reputation as a leading manufacturer of airport equipment blossomed during the 1990s and in 1997 Øveraasen launched its new generation of runway sweepers. The modular RSmachine system allowed users to configure their machines according to their needs. This concept was developed further so the largest units could clear a width of almost six metres in one pass. For the first time, 3,500-metre long runways could be cleared of snow in less than 10 minutes, which meant significant investment, operating and payroll cost savings. However, operational safety was always the most important issue! The positive development took off in 1999, when Oslo Airport (OSL) bought the new big machines in a NOK 45 million order. This was a major boost for Øveraasen, a real success. The machines showed what they could do in the winter of 1999/2000. Øveraasen then invited people to a launch event at OSL and the machines were premiered to a wider audience. A few years ago Øveraasen signed the largest contract in the snow business as the company was given the order to supply all three major airports in New York with the RS 400 runway sweepers. Today, OSL has a large fleet of Øveraasen machines, consisting of both RSC 200 and RS 400 machines, as well as several snow blower attachments and self-propelled large blowers. In 2006, the airport awarded Øveraasen a contract for the world’s largest snow blower, the TV 2000, a unique snow blower with more than 2000 horsepower. Snow clearing products for airports have contributed greatly to the leading global position that Øveraasen enjoys today. Runway sweepers form the most important product group in the current programme and will undoubtedly remain a priority area for the future. The equipment is developed in close co-operation with the end-users, who set strict requirements for safety, capacity, operating speed and performance. Today, Øveraasen runway sweepers and snow blowers can be found at major airports all around the world.





Photo: Øyvind Markussen/Oslo Lufhavn


Aeroflot Air Baltic Air Berlin Air Cairo Air Europa Air France Air Méditerranée Air Norway Airexplore Arkia-Israeli Airlines Austrian Airlines British Airways Brussels Airlines Corendon Airlines Danish Air Transport Enter Air Estonian Air Europe Airpost Finnair Flybe Nordic Freebird Airlines Holidays Czech Airlines Icelandair Jet Time KLM Korean Air Lufthansa Malmö Aviation Monarch Airlines Netjets Norwegian Nouvelair Tunisie Novair Onur Air Orbest Pakistan International Airlines Primera Air Scandinavia

Qatar Airways SAS SATA Sky Airlines Smartlynx Airlines Sun-Air SunExpress SWISS Tailwind Airlines TAP Portugal Thai Airways International Thomas Cook Scandinavia Thomsonfly Transavia Airlines Travel Service Airlines TUIfly Nordic Turkish Airlines United Airlines Vueling Widerøe XL Airways France CARGO FAMILY

Airest Asiana Cargo Benair Bergen Air Transport DB Schenker DHL Federal Express Gardermoen Perishable Center Gardermofrakt Jetpak Korean Air Cargo Lufthansa Cargo Marine Harvest Terminal Norwegian Cargo Posten (Norway Post)


Photo: Ă˜yvind Markussen/Oslo Lufhavn

Aviator Menzies SAS Ground Handling GENERAL AVIATION Benair AS Hestnes Air AS Pegasus helicopter Rely AS Sundt Air HOTELS Park Inn by Radisson Oslo Airport Radisson Blu Airport Hotel, Oslo SHOPS, RETAIL, FOOD AND BEVERAGES 7-Eleven Accessorize ARK Beach Club Express Caffè Ritazza Capi Christiania Bar Christiania GlasMagasin Data Spesialisten DNB Fashion Men/Women Fashion Women/Kids Foodmarket


Avis Budget Europcar Hertz SIXT SUPPORT SERVICES

Abss Caverion EuroPark G4S Aviation Security Hafslund ISS Facility Services AS Oslo Lufthavn Tankanlegg AS Øveraasen Rentokil Initial Norge AS Statoil GROUND TRANSPORT

Ruter Flybussekspressen (NOR-WAY Express Coaches) Flybussen (Airport Express Coach) Flytoget (Airport Express Train) Nettbuss Askeladden Reiser/Gardermobussen TIMEkspressen NSB Taxidepot AS


Gate Gourmet LSG Sky Chefs Satay Leveringsrestaurant Sodexo HOLIDAYS

Gardermoen Servicesenter

Photo: Øyvind Markussen/Oslo Lufhavn


Franks Global Blue La Baguette Le Grand Comptoir Monolitten Café Narvesen News Bar Norwegian Aquavit Bar O'Learys Peppes Pizza Pizza Hut Point Salmon House Seafood Bar Sinnataggen Starbucks Thune Duty Free Tax Free Worldwide Norway Travel Value Upper Crust W.B Samson YO! Sushi

Photo: Espen Solli/Oslo Lufhavn

Qatar Airways Cargo Roadfeeders SAS Cargo Group Spirit Air Cargo Handling Sprintair Cargo TNT Airways Trust Forwarding UPS West Air Europe

































Published destinations as of September 2013







































































FACT FILE Airport Codes:


Airport Operator:

Oslo Lufthavn AS (Airport Administration) Gardermoen PO Box 100 NO-2061 Gardermoen Norway T: +47 64 81 20 00 F: +47 64 81 20 01

Traffic Development:

Knut Stabæk, Director

Photo: Øyvind Markussen/Oslo Lufhavn

Edvard Munchs veg

T: +47 908 33 590 E: Schedule Co-ordinator: Airport Co-ordination Norway AS PO Box 148 NO-2061 Gardermoen Contact: Fred Andreas Wister

Operational Hours:

24 hours a day


01R/19L 2,950 metres x 45 metres ASPHALT PCN 075FAWT ILS Cat III; 01L/19R 3,600 metres x 45 metres ASPHALT PCN 075FAWT ILS Cat III

Fire Fighting Category:

Cat 9


80 movements an hour


54 aircraft stands, 38 with air-bridges; six stands (Code D) at the cargo terminals

Terminal Building:

Photo: Øyvind Markussen/Oslo Lufhavn

T: +47 64 81 90 50 F: +47 64 81 90 51 E:

148,000 sq metres; 74 check-in desks; nine baggage carousels; 8,000 sq metres for shopping, restaurants, cafés and other services; total airport area: 13 sq km


700 movements per day; 67,000 passengers per day (peak 87,000 passengers); 22,000 cars, 550 buses, 3,000 taxis and 307 trains per day

Cargo Facilities:

Inside the terminals, facilities include heated, air-conditioned, refrigerated and deep-freeze storage; quarantine, inspection, XRay equipment, dangerous goods and express courier services



One of the first things you notice when you’re in the passenger terminal at Oslo Airport is the signage, proudly announcing that a major expansion project is underway. You may see construction works taking place – it’s often visible, after all, from both Arrivals and Departures – but it is unlikely that such works will disrupt journeys or result in needless inconvenience. When 2017 arrives, everyone travelling through Oslo Airport will notice a big difference, the new terminal extension and north pier in particular. In 2017, OSL’s yearly capacity will rise to 28 million passengers and there will still be sufficient space for onward expansion.

The north pier in the foreground will be one of OSL’s most ambitious new structures. The terminal extension is pictured to the right of the existing facility.

Overview schematic with the terminal extension, north pier and connection structure between the pier and central terminal building highlighted in yellow.


“An airport is a constant construction site,” CEO Nic Nilsen once remarked. That truth is particularly apparent in October 2013 and will remain so until 2017, when Oslo’s bold expansion project comes to an end and OSL’s capacity rises to 28 million passengers/year. The project was initiated in 2007. That year, with airport usage growing, planning began for a major expansion of OSL. Close co-operation with airlines and handling companies ensured that the vision of ramping up capacity was modelled in a way that met the needs of OSL’s customer base. Following an international architecture competition (for which five competing pre-qualified teams submitted proposals), OSL chose the best conceptual solution of the bunch in March 2008. It was the work of Team_T, a collaborative grouping of architectural practices, civil engineers and specialist large-scale construction experts. Team_T was, and is, driven by prominent Scandinavian architects Nordic – Office of Architecture, which, as majority shareholders of Aviaplan, had been largely responsible for the original 1990s Gardermoen masterplan and terminal design. Perhaps this explains why the design expresses not just the same focus on quality and usability as its older brother, but also maintains a deep sense of continuity – it will look and feel very much like the central building, making this design revolution look very much like a modest evolution. The chosen concept was, as OSL explained in a press release of the time, “an excellent architectural solution offering very good functionality, large economic potential and satisfies all the new environmental and energy requirements.”

Having appointed Team_T and project managers ÅF Advansia in 2009, Avinor formally approved the project on 19 January 2011. By April, the main construction works were underway and in May 2013, a major milestone was reached: new taxiways and remote aprons opened for aircraft, five gates at the terminal closed, domestic flights were rerouted to alternative areas and new security lanes came online to reduce queuing and provide passengers with the best possible experience when travelling through Oslo Airport. OSL is expanding towards 2017. More than 40% of construction is already complete. And, in less than four years, airport users of all types will really feel the benefits. DESIGN FUNDAMENTALS There is no ‘new’ or separate terminal. Rather, the central building is being extended by 117,000 square metres to the west and to the north (Pier North), optimising passenger flows and strengthening the centralised terminal in its functionality and architectural aesthetic. A large check-in area is being created and the railway station is to be enlarged. Airside, a new pier is being built northwards from the central building and a large triangular-shaped area containing shops, restaurants and cafés will grace the connection area between Pier North and the existing central building. Continuity is a major objective. The new terminal interior, for example, will be clad in the same timber that gives the existing building its singular appeal. Diagonally crossing wooden beams will

Airy and easy to navigate, the extension will enhance

Advanced processes and technologies have been

the OSL experience for both domestic and international

adopted to achieve a 50% reduction in like-for-like

traveller demographics.

energy demand compared to the current terminal.

span the railway station, which links the two arrivals–departures areas and allows natural daylight to penetrate the building. These are just two of the design features that reinforce the identity of the new build as a fundamental part of the Oslo Airport experience. Above all, the terminal and all associated infrastructure will be just as uncomplicated, easy to navigate and architecturally appealing as Oslo Airport has always been. Ever-developing Norwegian building traditions, however, will be brought to the fore, with the use of natural materials and advanced energy conservation solutions. The new structure will look like the central building’s smaller brother, but aims to achieve a full 50% reduction in like-for-like energy usage compared to the original 1998 building. In brief, the project involves: •

An expansion of the terminal, increasing capacity by 117,000 square metres and including 34 new check-in desks and an area set aside for restaurants, cafés and shops. The extension with arrival and departure areas will amount to 52,000 square metres and capacity will rise to 28 million passengers/year



Curved timber elements protrude like giant ribs on the upper floor of the extension.



Large retail areas will enable travellers to browse in comfort for value duty free and other products.


• • • • •

A new Pier North, clad in advanced materials to optimise energy consumption, with aircraft gates for both domestic and international flights over two levels An enlarged railway station, which will be centrally located between the new and existing arrival and departure areas. Walking distances to the trains will remain short and the Flytoget service will be unaffected throughout the construction period New baggage handling system, able to process 3,000 bags/hour and a new taxiway between the west and east runways, with new culvert Upgraded water treatment system Upgraded energy centre and thermal system New fuelling system Landside (bridges, parking) An architectural solution that allows for further expansion of OSL’s terminal in the future. Provisional concepts already exists for a follow-up expansion that would bring total capacity to 35 million passengers per year

Once complete, the North Pier will become one of OSL’s largest and most recognisable structures. After all, it will occupy a total floor area of 63,000 square metres, which corresponds to more than two buildings as large as the new Oslo Opera House! The North Pier will carry both domestic and international travellers, separated on two levels, and will have a more modern, sleek look than the existing airport architecture, to signify its position as a major capacity and design advance. The gates in the new pier will be twice as efficient as those chosen in the 90s for the original terminal; they can handle two aircraft at the same time. The pier will also have 17 aprons, 11 with airbridge connections. NORMAL FLOWS OSL and the construction team are working hard to ensure that traffic flows normally through the airport. Inevitably, there are some minor compromises to be made, but no decision is approved that would impact negatively upon the airport user

Ground transport to and from the airport is an intrinsic element in the design. Car and bus passengers will notice that the road system is less complex to use than the current configuration. The train line is unaffected by the build; more bus stops will be located close to the terminal to aid ground transportation.. RELIEVING PIER PRESSURE

OSL currently has an International Pier, which stretches east from the central terminal building, and a Domestic Pier, which heads out westwards on an exact parallel course. The new, third pier will take OSL’s land–airside connections in an entirely new direction. Extending north, at right angles to the existing formation, it will extend for 300 metres from the arrival and departure areas.


The Team_T consortium, an international collaboration of architectural and engineering firms with a strong track record of delivering large-scale projects in Scandinavia and further afield. Nordic, one of Scandinavia’s leading architect practices, leads Team_T. Other members include the civil engineering consultancy Aas-Jakobsen, Norconsult (Norway’s largest consulting engineering company), engineers Per Rasmussen AS and the consultancy COWI AS. Additional team members have joined the project. One such addition is Buro Happold, which provided energy and sustainability engineering, and planning support. Another critical part of the team is project managers ÅF Advansia, which oversees and controls all aspects of construction. Team_T has set up a project base near Gardermoen, so management can keep a close eye on developments in partnership with OSL and Avinor. This way, client and contracting team maintain a close, productive relationship and any issues can be resolved quickly and efficiently. See pages 114-115 for more information on Team_T.

Photo: Espen Solli/Oslo Lufhavn


experience. A temporary South Pier has been constructed south of the domestic pier to keep things running normally until 2017. This measure should reduce delays and limit the time required for passengers to transit between air-and landside. There will be an increase in bus usage, particularly for international flights, and OSL hopes that passengers and airport users are patient when such usage extends their time at the airport. Other compromises are less tangible. The appearance of the terminal may not be quite as chic and sleek as normal, for example. The internal environment may be slightly less open and airy in places. Construction walls have to be erected, to shield passengers from the work that’s taking place on the other side. Passengers may also notice workmen and equipment. But there will be no direct adverse consequences for their trip. A little patience is sometimes required – the end results will certainly be worth it.

The idea of a third runway is not new. OSL’s Airport Plan 2001 identified seven feasible locations upon which a third runway, aprons and connecting airport infrastructure could be built. The preferred option then was to locate runway number three parallel to the north of the existing eastern runway. Since 2001, the idea has never been off the agenda, although the ability of OSL’s two operational runways to keep up with usage as OSL passes the 35 million people/year marker means that there are more pressing development concerns and no need to rush through proposals. Even as OSL contemplates the completion of the terminal expansion, then, further expansion is predicted for the coming decade and beyond. OSL is already delivering a new wave of development and intends to keep ahead of the growth curve – to offer growth capacity, excellent service levels and the airport’s trademark combination of sector-leading efficiency and sound environmental judgement long into the future.

Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn

THE LATEST OF MANY EXPANSIONS… This is the largest expansion yet undertaken at Oslo Airport, but it certainly won’t be the last. With annual passenger volumes set to hit 28 million around 2020 (Institute of Transport Economics, TØI) and continue to rise yearly to an estimated 35 million in 2030, the current terminal plus the new extension will eventually not be able to meet demand. Air cargo usage, meanwhile, is also expected to grow. According to a recent Boeing customer survey, volumes should increase by approximately 5.2% yearly. So, there will come a time when the only solution is to add capacity and infrastructure. Fortunately, OSL already has this contingency well covered. A potential further extension to the passenger terminal has already been built into future plans, although the timing of approval and construction naturally depend upon the speed with which passenger volumes at OSL rise in the next five to 10 years. Further, the airport’s management expects that, by 2030, OSL will also need a new, third runway.


The following two examples provide a good idea of OSL and Team_T working on ‘green thinking’ for the expansion project: 108

COOLING WITH SNOW Snow is abundant in Norway throughout the winter months. Traditionally, from the aviation perspective, it has been viewed as a challenge, rather than an opportunity. Snow, of course, must be

Photo: Espen Solli/Oslo Lufhavn

Ever since the planning of the original Gardermoen masterplan, Oslo Airport has emphasised the usage of environmentally friendly and sustainable solutions, which mitigate the airport’s inevitable carbon footprint and ensure climate-neutrality. As such, the terminal extension is an environmental example for others to follow, being ‘lean, green and mean’, to quote energy specialist Buro Happold. This means focusing on material selection, construction practices and transport and waste management; all items have been chosen for their environmental performance as well as their functionality. It’s an important juggling act, but one that should reduce OSL’s proportionate impact on the environment and cement the airport’s position as an adherent of best environmental practices, a best-inclass international airport that showcases ways in which airports can optimise their environmental credentials Renewable energy usage and environmentally sound solutions characterise the interior spaces; the performance of the entire building envelope has been scrutinised rigorously. It’s designed to respond to changing external conditions, both during the day and throughout the year. Low carbon technologies such as earth tubes, biomass district heating and tapping into natural thermal energy from the aquifer are all key elements in the overall sustainability strategy. Airside, every effort has been made to ensure that groundwater is not contaminated as a result of airport activities.

Monitoring emissions to water and soil is a critical element in operational performance at Oslo Airport

cleared from the runways and aprons if the aircraft are to land and take off safely. The terminal extension project is converting this traditional challenge into a potentially important resource. The idea is that snow will be stored in an amphitheatre and used throughout the summer period for general cooling purposes. To get the collected snow to last as long as possible, it will be protected from the summer climate, covered in tiles and stored until it is required. A cooling load of 1 GWh requires about 22,000 cubic metres of snow, which corresponds to a snow stock of 50 x 75 x 6 metres. OSL’s snow storage area will therefore need to cover 8,000 square metres, to provide cooling potential of more than 2 GWh and last throughout the warm season. This unconventional cooling source should enable OSL to reduce energy consumption for cooling purposes during the warm summer months, and substantially lower its carbon dioxide emissions per square metre. PURIFIED WASTEWATER In addition to energy from melted snow, COWI AS from Team_T has designed a method of using purified wastewater from a municipal sewerage plant for both heating and cooling purposes. Since the temperature of the wastewater remains fairly constant throughout the year, heat energy will be extracted in winter to cool the water to a discharge temperature of about 1°C. In summer, the process is reversed and water is released at about 30°C.

The temperature of the wastewater source is controlled using ground water wells located close by. The two streams will be brought together beneath the runway and transported into the OSL energy plant for further distribution. Purified wastewater has the potential to deliver substantial energy savings at Oslo Airport, both in summer and in winter.


Nordic’s designs grace airports around the world. This is Rajiv Gandhi Airport Terminal, Hyderabad, India.


The scheme titled 'From shopping centre to city' proposes

Nordic worked on a turnkey basis for the Torstvedt

a lively and attractive square with surrounding buildings in

School Project, comprising a primary school, nursery,

Straume outside of Bergen.

family centre and sports hall in Larvik, Norway.


Nordic — Office of Architecture is the largest architectural practice

outstanding architecture. Based on strong professional and

in Norway, employing 130 professionals. The company was

architectural values. the vision is to maintain and develop long-

formerly known as Narud Stokke Wiig Architects and Planners, and

lasting, sustainable and high quality solutions. Nordic aspires to

dates back to 1979 when the original partnership was established.

understand the clients’ needs and resolve projects in terms of

The head office is located in Oslo, with project offices at Oslo

quality, budget and time constraints to meet and exceed

Airport and in Copenhagen.

expectations. The aim is to remain a large, long-term, high quality

Working within a large variety of sectors and scope, Nordic has

culture working in the national and international market.

specialised in the masterplanning and design of airports and hospitals. Assignments span from these large and complex


schemes, including universities, urban planning and housing

Nordic — Office of Architecture was on the winning team of the

developments, through to small private residential jobs.

original architectural competition for Oslo Airport in 1990. Principal

Nordic‘s ambition is to continuously improve expertise within the company to serve society by creating innovative and

partner Gudmund Stokke of Nordic led the initial masterplanning and has subsequently been in charge of the architectural design of

111 

Gødstrup Hospital is designed around inner courtyards which stretch out towards the surrounding landscape, allowing patients plenty of sunlight, green spaces and contact with the nature around.

COMPETITIONS Nordic frequently participates in national and international competitions, and 80% of the current work in the office is generated from competition wins. This year several new jobs were acquired through competition winning entries, such as Straume Centre urban development near Bergen, one of Norway’s largest schools at Torstvedt in Larvik, and Holmen Nursery in Oslo.

the airport from the opening of the first phase in 1998, through various expansion schemes and now the new north pier and extensive terminal expansion, which is due to open in 2017. Nordic developed the architectural concept for the expansion and is now the sole architect practice in charge of the detail design, multi-disciplinary design team management, BIM management and site supervision. Lighting design, landscape design and project administration is also delivered by Nordic through subconsultants Speirs and Major, B+L Landscape Architects and Hjellnes Consult. Alongside the work at Oslo Airport, Nordic is also behind the new terminal at Bergen Airport and the expansion of Trondheim Airport, both currently under construction. International airport designs by Nordic include among others Muscat Airport, Oman Airport (specialist services), Riga Airport (competition), Hannimaadhoo Airport in the Maldives (competition), and most notably Rajiv Gandhi Airport in Hyderabad, India, which opened in 2008. HOSPITALS In 1996 Nordic was on the winning team in the competition to design St. Olavs Hospital in Trondheim. It is the largest hospital development ever executed in Norway at more than 200,000 m2. The project is concluded with the opening of the Knowledge Centre in 2013. Nordic is currently engaged in a number of hospital projects such as Gødstrup Hospital in Denmark, LHL Private Hospital and the concept development for the new Oslo University Hospital.

Development plan for Oslo University Hospital, showing a possible future massing development in the form of conversions, technical upgrades and new buildings.



The Knowledge Centre for St. Olav’s Hospital and the Norwegian University of Science and Technology in Trondheim emphasises functionality and usability.



Team_T was established in 2008 as an assembly of airport specialists in

The partners of Team_T are:

various fields, in order to prequalify for the international architectural competition for the expansion of Oslo Airport. The team was prequalified to compete against four other

Nordic — Office of Architecture


international teams of architects and engineers. Following a very


intense competition and evaluation period, Team_T was announced


the winner in February 2009. The design work started immediately; all

Ingeniør Per Rasmussen (IPRAS)

elements will be concluded by 2017. Team_T has utilised building informational model (BIM) software in a ground-breaking way for this project, having established one of the

The Team_T partners have a long-standing track record at Oslo Airport all having been on the design team for the original airport

world’s largest and most sophisticated BIM models to date. These

development, which opened in 1998. In the intervening years, the

models guide the entire construction process.

team has handled all the extension and alteration works at the airport.


North Pier, west facade

Nordic — Office of Architecture (formerly known as Narud Stokke Wiig Architects and Planners) was on the winning team of the original architectural competition for Oslo Airport in 1990. Principal partner Gudmund Stokke has subsequently led the masterplanning and the architectural design of the airport. The architectural concept for the expansion was developed by Nordic, which is now the sole architect practice in charge of the detail design, design team management, BIM management and site supervision. Nordic also provides lighting design, landscape design and project administration through its subconsultants Speirs and Major, B+L Landscape Architects and Hjellnes Consult. Norconsult is Norway's and one of Scandinavia's largest multidisciplinary engineering and design consultancies, employing around 2,500 people to provide services to clients in the public and private sectors worldwide. Norconsult was in charge of the design of the Airside works of the original Oslo Airport as well as the on-going expansion. The design work includes 600,000 m2 of new taxiways, aprons, aircraft stands, storm water handling and all airside infrastructures. COWI A/S s an international consulting group specialising in engineering, environmental science and economics, with its headquarters in Denmark. COWI has been involved in more than 50,000 projects in 175 countries. It has over 6,000 employees, including engineers, biologists, geologists, economists, surveyors, At the original Oslo Airport COWI was in charge of the design of HVAC and other systems. The consultancies working on the Oslo Airport expansion include Mechanical services, IT systems, Fire and safety design, Environmental design, Energy production, Risk management and Quality Assurance. COWI has designed a number of airports and is ranked number five worldwide within the airport planning and design sector. Dr. ing. A. Aas-Jakobsen AS, trading as Aas-Jakobsen, is a civil engineering consultant company specialising in structural engineering. The company is based in Oslo, Norway, and primarily works with bridges, roads, railways, offshore oil, airports and buildings. Aas-Jakobsen took part in the structural engineering at the original Oslo Airport. Since then, Aas-Jakobsen has been in charge of the structural engineering in several rebuilding projects at the Airport. In the current expansion project Aas-Jakobsen is in charge of the structural engineering and has a central position in developing BIM-technology and site supervision. IPRAS is a consultancy specialising in the design of electricaland IT systems in large and complex buildings, also offering lighting design services. IPRAS was in charge of the design of the electrical systems at the original Oslo Airport as well as in the current expansion project. They are responsible for the implementation of the lighting design throughout the expansion.

Photo: Espen Solli/Oslo Lufhavn

anthropologists, sociologists and architects.

Photo: Espen Solli/Oslo Lufhavn



Since being awarded the Project Management contract for the terminal expansion project in December 2008, ÅF Advansia has been acting on behalf of Oslo Airport as the responsible manager and coordinator of the entire terminal expansion project. Taking on this critical role, ÅF Advansia has assumed the role of Client for all other participants in the project – both the design team (architects and engineers) and the Contractors. The business model is comprehensive and exacting, and involves oversight of the whole process, from the first design and concept studies – via detail design, contracting, construction and documentation – to start-up, training and eventual hand-over from Contractor to system-owners and end-users. The entire process is undertaken in close cooperation and confidence with the airport’s operational teams and OSL’s resident airlines. At OSL, the challenges and complexity of project management are extreme. Air traffic is growing substantially and the existing airport is operating at its capacity limits while ÅF Advansia and its partners are performing huge extensions and rebuilding a great

This year, the build focus has also turned to the new pier and

deal of the central areas, both within the terminal and airside.

aircraft ramps. The development is on track to complete in 2017.

Safety and security throughout the construction period takes top priority. Next to that is the primary operational concern – the


need to maintain efficient operations around the clock, without

The vision of a single, compact terminal that combines easy

imposing delays or capacity restrictions on OSL’s traffic while the

orientation and short walking distances with environmental

project goes on. These are the fundamental objectives for the

responsibility is central to the project. Continuity of design and

expansion project, which will deliver a major infrastructure upgrade

materials ensures that those familiar with Oslo Airport will recognise

without disrupting passenger or air cargo flows.

the existing terminal in the extension, while the modern style of the

Planning commenced in 2007 and the preliminaries for the

new pier points a distinct path to the future. Proven, but modern

project were completed in February 2010, with preparations,

technologies support environmental responsibility, low energy use

design adjustments and initial construction work beginning in June.

and CO2 emissions. The priority is on lifecycle costs, meaning that

Airside development followed in 2011 and construction crews

the structure has a focus on solid, good-looking and feel good

commenced work on the new arrival and departure hall in 2012.

natural materials, particularly wood, stone, steel, concrete and glass.


Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn Photo: Espen Solli/Oslo Lufhavn

A comprehensive approach to project management is enabling OSL to maintain unaffected operations through the largest expansion in the airport’s history.

There will be one pier for domestic passengers and another for


international traffic on different levels for departing and arriving

The project goals are well described and organised, with clear

passengers. The new pier (Pier North) will have one level for

reporting and responsibility lines, so all project members know what

domestic and one for international traffic, both levels with

is expected of them. Responsibilities for budgets, schedules, quality

departing and arriving passengers. Although the new pier will be

and safety (150 contracts in all) follow strong organisational lines,

wider than the existing ones, walking distances will be no longer

meeting programs are tightly structured and Building Informational

than they are currently. The railway station will be more centrally

Model (BIM) optimises communication, planning and scheduling,

located within the new-look terminal, rather than being at one

quality and interface control, testing and documentation. ÅF

(west) end. Space, air, glass and natural light will characterise all

Advansia uses these tools to ensure efficient project management. “My philosophy is to focus on individuals’ responsibility and

internal areas. By retaining the one terminal, short distances philosophy that defines the Oslo Airport experience, the development will be a well

people feel confident with their level of responsibility and ability to

functioning, ‘feel good’ terminal that will help OSL to boost traffic

make decisions, combined with good reporting routines.” He adds

levels. For airlines, well-equipped stands for aircraft and flexi-gates

that, “a good, open working culture is essential, nurturing honesty

(domestic and international at the same gate in the new pier) make

and early problem reporting. Value and ethics are equally key, as is

for efficient turnarounds. New facilities and equipment for winter

regularly reporting to the Owner (Avinor) Project Board.”

operations make it possible to perform high standard operations in

Even so, there are substantial challenges to overcome. Tight

difficult winter conditions. The design also enables new solutions to

co-ordination with OSL, good planning and communication, help to

be rolled out flexibly, to support easy operational changes

ensure safety and operational continuity. Another major challenge

whenever they are required.

is the timescale – a lot can change between approved design/

For passengers, the flow through check-in, bag drop and 118

delegation,” explains ÅF Advansia’s Knut Erik Nordby, “making

budgets and completion, including prices/contracting, traffic

security control will be fast and stress-free. Orientation is easy, the

development, technologies and operational concepts. The solution

walking distances between various areas in the terminal will be

is a mix of active project marketing, good routines and partnerships

relatively short and the use of good design, materials, space, glass

and a flexible approach to design and infrastructure changes.

and daylight (not to mention the wide choice of retail outlets, eateries and bars) will make the stay at OSL pleasurable.

THE ÅF GROUP – LEADING THE WAY IN TECHNICAL CONSULTING The ÅF Group is a leader in technical consulting, with expertise founded on more than a century of experience. Our work focuses on energy, investments and projects for industry. Today, the ÅF Group has approximately 7,000 employees and achieves net sales per year of circa SEK 8 billion. ÅF is based in Europe, but its business and clients are found all over the world. Technical consulting services are offered in four primary divisions: 1. International Division is primarily focused on offering consulting services for energy industries, but also represents the entire range of services of ÅF globally. 2. Industry Division is northern Europe’s leading industrial consultant, offering services in process technology, automation, industrial IT, electrical power systems and mechanical engineering. 3. Infrastructure Division holds a leading position in consulting services for infrastructure development in Scandinavia within such areas as Installations, Sound & Vibrations and Infrastructure Planning. 4. Technology Division provides solutions and consulting services within the areas of Communications & Defence and Product Development. The company relies on its knowledge, experience and equipment to plan and manage assignments and deliver profitable projects in accordance with clients’ requirements and expectations. ÅF has substantial experience and capacity in efficient project management for the Nordic markets. In October 2012, ÅF acquired 100% of the shares in the Norwegian project management company Advansia. Advansia has a position as market leader in Norway and has a growing volume of business in Sweden. The acquisition of Advansia strengthens ÅF’s position in the Scandinavia infrastructure market, and forms a unit of some 200 experts in Project Management. Today, ÅF Advansia is responsible for the project management of some of the largest land-based projects in Norway. ÅF Advansia specialises in managing the most complex and largescale projects through all phases of development. This includes hospitals, culture buildings, offices, industry and infrastructure. Recent projects include: •

Bjørvika Infrastructure, Oslo

Steen & Strøm shopping centre - Emporia, in Malmö, Sweden

Telenor main office, Fornebu in Bærum, Norway

New university hospital for Oslo north in Lørenskog, Norway

Postterminal, in Lørenskog, Norway

New Deichmanske main library, Oslo

Munch Museum, Oslo

DNV, Bærum



According to Norway’s Institute of Transport Economics, Oslo

Oslo has demonstrated over the years that it has the pull

Airport will handle at least 30 million passengers by 2028 (‘low’, or

factors to drive airline traffic growth. A consumer of air travel has to

conservative prediction) and could handle as many as 38 million

have the time to travel (leisure market) or the need to fly (business

passengers (‘high’, best case scenario prediction). So, where will all

market) and the financial means to pay for air travel. Norwegians

these passengers come from/travel to and what will drive growth?

have both of these factors in abundance, good pay and plenty of holidays. The average Norwegian has between five and seven

Factors underpinning air transport demand include:

weeks holiday per year and high disposable income. He or she will take three or more leisure trips per year. Norway’s economic profile,

1. Economic success, GDP growth rate, GDP per capita 2. Vibrant economic profile: export-led oil & gas, maritime, shipping, food and IT industries

too, generates high level international business travel. Airlines have reacted to these positive conditions. OSL has grown its traffic from 14 million passengers in 1999 to 22 million

3. Region with a high propensity to travel

passengers in 2012 and will approach 23 million passengers in

4. High quality tourism product and international profile

2013. OSL has grown passenger volume by 0.6 million passengers

OSL PASSENGER DEMAND FORECAST 2013-40 (MILLIONS) Source: Institute of Transport Economics (TØI) Reference forecast 50 48 46 44 42 40 38 36 34 32 30 28 26 24 22





























20 2014


Photo: Espen Solli/Oslo Lufhavn

Norwegian’s new B787 Dreamliner aircraft are opening another aviation chapter at Oslo Airport. The long haul low cost segment has strong growth fundamentals.

on average every year since 1999. The question now is where will

launch point for the European long haul low cost market.

the estimated 1 million additional passengers come from each

Norwegian was obliged to put an A340-313 aircraft into service

year over the next five years, to 2018, when OSL will celebrate its

on these routes because of the delays encountered by Boeing

20th anniversary and handle a forecast of 27 million passengers.

concerning the delivery of the 787 Dreamliner, but the longer-

So what predictions can we make, how do we think the market at OSL will develop, what is happening today that might give us an indication of where OSL will be in 2018? One place to look is in the rapid development of the Long

term fundamentals are unaffected. Happily, Norwegian took delivery of its first 787 on 28 June and is now firmly positioned to grow its long haul business. As OSL celebrates its 15-year anniversary, Norwegian has announced

Haul Low Cost sector. Oslo Airport’s second most important airline

further long haul route expansion out of OSL, adding services to

customer by market share, Norwegian Air Shuttle (36%), is now

San Francisco (Oakland), Orlando and Los Angeles.

embarking on a Long Haul Low Cost growth strategy at OSL. The

OSL is now set to play centre stage in what is an aviation

first dedicated European low cost airline to take delivery of a 291

revolution. The dynamic of air travel growth in Oslo is changing,

seat configured Boeing 787 Dreamliner, Norwegian has already

the success of these new long haul routes will have a material

begun to fly long haul to North America and the Far East. Oslo

impact on how OSL grows in the future. An impact that could see

Airport features at the forefront of this exciting (and for European

OSL grow to become Scandinavia’s largest international airport.

aviation, pioneering) development in air transport. Norwegian’s first expansion into long haul services from OSL

But expansion will not just depend on Norwegian. It has also been a good year for OSL’s biggest airline customer SAS, which

commenced in February 2008 when the company launched its

has seen the airline group post third-quarter net profits rising to

first long haul route to Dubai. But the real seeds for OSL’s future

844 million Swedish kronor (US$127.7 million) from 534 million

growth were sewn on 8th November 2010, when Norwegian

kronor a year earlier as a result of cost cuts and forecasting a

announced that it had contracted to lease two new Boeing 787

return to full year profitability. This is also good news for the future

Dreamliners from International Lease Finance Corporation, with

of OSL as a profitable and sustainable SAS is both good for OSL

delivery in 2012, and that it was negotiating the leasing of

and important for OSL’s growth prospects moving forward.

additional aircraft. This clarified Norwegian’s intention to be the first low cost airline to embark properly on a long haul strategy. Norwegian’s first ever intercontinental flight departed from

As the global economy returns to GDP growth, the US economy recovers and the ‘silver grey retirees’ from Florida can enjoy retirement and an opportunity for them to head north on a

Oslo Airport bound for New York on the 30th May, 2013. Further

direct long haul low cost service to Oslo and the Fjords, OSL can

long-haul routes commenced to Bangkok in June 2013 and Fort

head into the next five years with confidence, with great

Lauderdale is scheduled to commence in November. Services to

infrastructure, with a supportive economy, growing and happy

Los Angeles, San Francisco and Orlando will commence in summer

airline customers and a role to play in paving the way for this

2014. Such services set the course for OSL’s future as a leading

decades most exciting development in air transport.



Although the public transport network throughout the Oslo Region is excellent, if you really want to get out and explore, particularly outside the City of Oslo, then hiring a vehicle gives you all the

to choose, whether it’s for a day, a week or a longer stay. Budget, as

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the motto goes, is ‘big enough to satisfy your needs and small

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enough to care’. Customers get the advantages of a large car rental

When you do decide to hire a vehicle, what could be better than to place your order in the capable hands of Budget Rent A


Flexibility, choice, price and reliability are key factors for those looking to hire a vehicle and wondering which car rental company

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Car? Budget has been active in the Norwegian market since 1978

key to its reliable service. Renting a car, Budget believes, should be

and has operated at OSL since the airport opened in 1998. Today,

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the company’s impressive fleet at the airport comprises 87 modern

payment. No matter what time the flight lands, Budget will always

and well-maintained cars. On a national level, the extensive Budget

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fleet comprises more than 700 cars.

customer satisfaction each and every time a car is hired out.


Whatever your car rental need, you can rely on Budget Rent A Car to provide the right services at the best possible price.

In business, a great deal is more than a low price. Clients choosing Budget get the right mix of price and quality – a real competitive advantage in the marketplace. To ensure clarity and simplicity, the fleet is split into primary groups, each of which comes with its own easy-to-understand rental rate. A wide range of clients already takes advantage of the comprehensive Budget service. At OSL, 35% of customers book direct, 10% comes from the leisure contracted sector (tour operators and brokers) and the corporate contracted business accounts for the remaining 55%. The company is continually enhancing its services and products so customers can relax safe in the knowledge that the rates are competitive and the vehicles modern and well maintained. Once they have picked up the keys, they can get onto the open road, with an unlimited choice of where to go, how to get there and what to experience along the way.






The ÅF Group is a leader in technical consulting, with expertise founded on

Formed in 1958, Budget Rent A Car today operates vehicle rental outlets at

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 




EuroPark is the largest parking service provider in Norway. The company

The Airport Express Train, Flytoget, connects OSL to Oslo Central Station in just

offers a variety of modern, technology-orientated parking solutions with a

19 minutes. The fleet of 16 BM71 trains run on the Gardermobanen high-

strong emphasis on profitability and efficient operations around the clock.

speed rail line and reach speeds of up to 210 kilometres per hour. The

EuroPark’s vision is to make parking as easy as possible for our customers.

Flytoget service extends westwards to Asker, incorporates eight stops in

EuroPark was the first operator in Norway to adopt credit cards, cell phone

Greater Oslo and has recently been extended to Drammen. Approximately

and AutoPASS as payment in our garages. EuroPark is owned by APCOA

94% of services are punctual to within three minutes and the customer

Parking AG, which is headquartered in Stuttgart, Germany. APCOA is a leading

satisfaction rate is 96%. The Flytoget service will transport around 6 million

name in the global car parking sector, with approximately 1.4 million parking

passengers in 2013. The service departs every 10 minutes from Oslo Central

spaces in 12 countries.

Station and OSL.



G4S is a leading aviation and airport security solutions provider, offering safe,

Nordic – Office of Architecture (previously known as Narud Stokke Wiig

efficient and quality services that meet the requirements of airlines and airport

Arkitekter og Planleggere) is among Norway’s largest architectural offices,

operators in Europe and around the world. The company has been working in

offering general and specialised architectural competence within a broad field

partnership with OSL since 2008, providing more than 750 staff for a variety

of assignments. The office’s work is based on a strong quality culture,

of security roles. G4S was recently awarded a £250 million contract to

expressed through a focus on quality consciousness in design and project

provide security services at Oslo Airport until 2019. The company’s

execution. Nordic’s professional competence covers such areas as urban

responsibilities at the airport include securing the terminal and providing

design and masterplanning, reconstruction and refurbishment, environmental

services inside its perimeter. G4S is also providing security checks for all crew,

design, infrastructure planning, building analysis and design, project and

goods, cargo and for the airport’s 22 million yearly passengers, and delivering

design management. The extension of Oslo Airport is just one of many high-

a service that complements the on-going development work at Oslo Airport.

profile projects currently underway.



Norwegian Air Shuttle ASA (Norwegian) operates a broad network of low-cost

Øveraasen has an 80-year-long tradition of building snowploughs, and today

point-to-point flights between Scandinavia and Europe, several domestic

offers a wide array of snowploughs with capacities of up to 12,000

connections within Norway and new long-haul routes recently added to such

tonnes/hour, including V-ploughs, diagonal ploughs and more specialised

destinations as New York, Fort Lauderdale and Bangkok. The carrier uses its

ploughs for airports, as well as the unique Duo-lift lifting device for

modern fleet of Boeing 737 aircraft to serve over 120 destinations across

snowploughs and equipment. For use at airports where demands for speed

Europe and beyond. In 2012, the carrier transported 17.7 million people on a

and capacity are great, Øveraasen has developed high-speed, high-capacity

low-cost, value-added basis. Norwegian has a strong presence at Oslo

units, including the world's largest wheeled snowblower with an engine power

Airport, operating 15 domestic services and more than 60 international short-

of more than 2,500 horsepower. The company’s airport snow removal

and long-haul routes.

equipment can be used to tackle any type of snow.


Photo: Øyvind Markussen/Oslo Lufhavn


The Radisson Blu Airport Hotel, Oslo places guests right next to the airport

steps away from the airport terminal building. Only 20 minutes from the city

terminal and offers direct access via a covered walkway. Bus and train stops

centre, the hotel also provides access to top attractions like the National

are only 100 metres from the hotel. 500 guest rooms and suites provide

Gallery and the magnificent Akershus Castle. After working or sightseeing,

deluxe comforts, including coffee and tea provisions, perfect for relaxing after

guests can unwind in one of the stylish hotel rooms, which feature vibrant

travelling all day. Meeting delegates and event planners will be impressed with

colours and window seats overlooking the airport. The hotel restaurant serves

the 31 well-equipped rooms that comprise the spacious conference facilities

outstanding international cuisine, and visitors can also stop by the bar for a

located near the terminal. Toot’s International Restaurant and AfterGate offer

refreshing cocktail. The Park Inn features 46 state-of-the-art meeting rooms as

fine dining; the on-site Fit4Flight wellness centre is equipped with a sauna,

well as a large, beautifully designed ballroom.

solarium and golf simulator.




The Park Inn by Radisson Oslo Airport offers comfortable accommodation just


Scandinavian Airlines Norge AS is the Norwegian division of Scandinavian

SSP is the number one operator of food and beverage brands in travel

Airlines (SAS), the flag carrier of Norway, Denmark and Sweden and the largest

locations worldwide. As The Food Travel Experts, it is the partner of choice at

airline in Scandinavia. The airline operates 182 aircraft to 90 destinations, and

over 400 airports and rail stations around the globe. With a long heritage in

has three hubs: Oslo Airport, Stockholm Arlanda and Copenhagen Kastrup. In

food and travel and over 60 years’ experience in the industry, SSP offers an

2012, SAS carried 25.9 million passengers, making it the eighth largest airline

outstanding range of food and beverage brands. Its brands encompass the

in Europe by passengers carried. A founding force in the global Star Alliance

finest local names, as well as award-winning concepts tailor-made to suit the

network, SAS operates a broad network of domestic and international

precise requirements of a particular location. At OSL, SSP offers the best of

(including long-haul) services year-round from OSL and is the airport’s largest

Norwegian cuisine alongside brands from around the world that satisfy the

aviation customer.

demands of the global passenger.

Photo: Espen Solli/Oslo Lufhavn

Photo: Espen Solli/Oslo Lufhavn


TEAM_T 'Team_T', an interdisciplinary architectural, design and engineering consortium,

Travel Retail Norway (TRN) is responsible for all sales of duty free goods at the

is responsible for planning and designing the new Terminal 2 at Norway’s

largest Norwegian airports. A partnership between Validus Group, which

largest airport. Team_T was established as a special purpose vehicle in 2008 in

comprises some of the Nordic region’s leading companies and brands, and

order to prequalify for the international architectural competition for the

Hamburg-based Gebr. Heinemann Group, TRN has four outlets at Oslo Airport.

expansion of Oslo Airport – a competition that Team_T won in February 2009.

Additionally, the company has outlets at the airports in Stavanger, Bergen,

The partners of Team_T are Nordic - Office of Architecture, Norconsult,

Trondheim and Kristiansand. At OSL, TRN manages the largest duty free shop

COWI, Aas-Jakobsen and IPRAS. Team_T’s partners have a long-standing track

in Europe, in the international departure area, and the shop in international

record at Oslo Airport all having been on the design team for the original Oslo

arrivals. TRN takes great pride in its service levels, pricing and ability to keep up

Airport that opened in 1998. In the intervening years the team took care of all

to date with the latest purchasing trends. Everything passengers could

the extension and alteration works at the airport.

possibly need is stocked duty free at OSL!

Photo: Espen Solli/Oslo Lufhavn

Photo: Øyvind Markussen/Oslo Lufhavn


OSL: FIFTEEN YEARS AND BEYOND 1998-2013 On 8 October 1998, Oslo Airport took on responsibility for all air traffic – scheduled, charter and freight – in Norway’s capital region. It was a popular choice from the start. 14.1 million travellers shared the OSL experience in 1999, the airport’s first full year of operation, and growth has continued more or less unabated ever since.

This year, almost 23 million people will use Oslo Airport – more than 80,000 per day during the busy periods. Serving 30 domestic routes and more than 110 international destinations in Europe and beyond, and handling in excess of 100,000 tonnes of airfreight, OSL has evolved over the years into a hub of global significance.

OSL in 2013 is THE airport for Norway and the best choice ‘Gateway to Scandinavia’. It is also one of the most punctual and efficient airport locations in Europe, just 19 minutes from the city centre by express train. Even in the midst of its largest enlargement upgrade to date, which will add a major terminal extension, pier and enlarged rail station, OSL is the best placed, best service airport in Norway and, arguably, in Scandinavia.

OSL: Fifteen Years and Beyond celebrates 15 successful operational years at Oslo Airport, its infrastructure, services and partners, its development and vision for the future. It also marks an important milestone in the history of Norway’s capital airport.


Oslo Airport, 15 Years & Beyond  
Oslo Airport, 15 Years & Beyond