Interview with departing CEO Joost Meijs:

“Most proud of this team’s collective success”
 

• Where is the AAA today compared to the way you found it in 2019?
  
  When I started in 2019 in my role as CEO, the Gateway 2030 project, a major overhaul of the aiport in several phases, was in the planning stages. My role was mainly to bring those plans to life and make sure project phases got implemented accordingly. And then Covid happened. We were forced to make some changes, both to the planning of the Gateway project but most importantly to the structure of the organization. We critically looked at processes and how we could do things differently.
  
  
  
  In the middle of the crisis, in 2021, we created a new corporate strategy and I put emphasis on the word ‘we’. During some 40 meetings throughout the year, we spoke to every single employee at AAA and asked how they saw the future of the airport. This bottom-up management approach resulted in a new strategy focused on innovation, sustainability, quality and most importantly a positive work environment with more attention for the human factor. What I mean by that is for example better opportunities for training, professional growth and giving way to more responsibilities, working more independently and empowered, and active participation in our corporate strategy. It’s truly a culture change and in my opinion a key game-changer compared to how I found the airport in 2019.
  
  
• Gateway 2030 is only 6 years removed from your resignation; any hard feelings you will miss the finalization of this ‘flagship project’ as the CEO of AAA?
  
  In a way it is bittersweet to say goodbye soon, but I am very pleased to be present for the finalization of phase 1A of the project in April 2024, and the startup of the construction phase 1B. And in all fairness: an airport is never finished and after Gateway 2030 is completed there will be new projects that will have to be executed. There are already plans for a new arrival’s hall, the entrance and front of the airport and development of new cargo facilities. There’s more than enough to do to keep multiple future CEO’s occupied for years to come, and I think that’s a healthy process.
  
  
• How do you personally see AAA’s future (2030 and beyond) in the light of regional and international aviation developments?
  
  We carefully monitor trends and developments in the aviation industry and are especially interested in innovation, new technology and sustainable ways of flying. With the corporate strategy that was launched in 2021 I think AAA is well prepared for the future and has the potential to become a Caribbean frontrunner, especially in experimenting with short distance hybrid/electrical flying.
  
  
• Airlift to Aruba and the number of carriers servicing Aruba seems to be on a journey of endless growth yet Aruba is a small island; what is your take on Aruba’s carrying capacity, AAA’s carrying capacity and the balance between economic growth and sustainable goals?
  
  This is a sensitive and complicated social-political discussion in which AAA follows the lead of decisions made on a government level. As long as Aruba keeps adding new hotels, AAA will need to follow that growth and accommodate to its best abilities to broker new airlift and cater to new and additional passengers/island visitors. In that sense AAA can continue to grow and keep up with growing demand for the destination. However, as a player in our community I think every party and person involved has an obligation to see if local Arubans still benefit from more visitors to the island. Will those proceeds reach them? And it is key to focus on the overall costs involved in receiving and housing more visitors and therefore more employees in the tourism industry that all need to make use of the same -limited- island facilities and infrastructure. The discussion should not only focus on bringing more visitors yes or no, but much more on the quality of life in all its aspects for the local community and how to maintain all the natural beauty that we have on this island. As we always say here at the Airport: “A long-term focus should always win from short-term gains”.
  
  
• Sustainability is one of the main focus points in AAA’s corporate strategy in 2021 and is also a central topic in the Dutch Caribbean Cooperation of Airports (DCCA) you helped launch ; what is your personal involvement with this topic?
  
  Although aviation is critically important on an economical and social level, connecting people and places and a life-line for island destinations, the relationship between aviation and sustainable solutions is not a natural one. In my opinion the aviation industry was late to the game and dropped the ball here and there in fully embracing sustainable practices. I am very pleased the tide is finally turning and, in my capacity and roles within this industry, I will always remain focused on active contributions to innovation and sustainable solutions.
  
  
• What can be expected of DCCA in the near future and when/how will Dutch Caribbean air travelers start to notice its benefits?
  
  In short it is the goal of DCCA to make inter-island and short distance airlift more accessible, more affordable, and more sustainable. DCCA is convinced this can be achieved by introducing electric (and hybrid) flying to the Dutch Caribbean. The technology is already there; the current -and important-phase of safety checks and testing and the certification process will take another few years, but I see especially the hybrid solution of flying, part electric and part on fossil fuel, as a reality within five years. That would make the Dutch Caribbean one of the first in the world and a forerunner in experimenting with short distance electric flying. And in my opinion, we need to start the conversation on pricing interisland airlift as a means of public transportation, in stead of commercial aviation. Depriving people of visiting family members and important moments in life because they can’t afford a $400 ticket to visit a neighboring island should be a thing of the past.
  
  
• Looking back at your five years at AAA, what is your personal highlight?
  
  Despite the many business successes I’ve had the pleasure of sharing with the team, what I am most proud of is our focus on local talent development and empowerment. Internally, we’ve embraced an inclusive approach of our new corporate strategy, and this extends to our attitude towards outsourced parties as well. In the Gateway 2030 project we made a conscious effort to collaborate with local construction companies. This represents a shift from AAA's past practices, where such contracted work was often awarded to larger, international firms. I am so very pleased to see the local partners we contracted have proven their quality and worth. Another noteworthy example is the integration of the current FBO into AAA’s services last year. We empowered former employees of the FBO who had previously worked at the general aviation terminal when it was outsourced alongside a group of AAA staff, they collaborated on the idea to integrate the FBO services from within the AAA organization. This collaborative effort resulted in the successful launch of JET-TNCA. Which recently celebrated its first anniversary. The dedication and sense of responsibility demonstrated by the individuals working there are truly remarkable. To me, this emphasis on personal empowerment and the adoption of a bottom-up management approach is the highlight.
  
  
• What has Aruba brought you as a destination and as a people?
  
  Before starting in my current role I had never been to Aruba. I only had previous “Latin” work experience in Brazil and I was most positively surprised by the warmth of Aruba’s people and the inclusive society of the island. It is very pleasant to live and work here and be part of this warm and welcoming local community. As a side effect I still very much appreciate my weekends that still feel like a mini-vacation, exploring the island on my mountain bike and such.
  
  
• What is the next step in your career?
  
  The future is still open. I am still very much focused and motivated to bring my current tenure at AAA to a positive close and we’ll see what’s next and where.
  
  
• Any advise or last words for your AAA team?
  
  The transition phase between a departing CEO, whom the team is familiar with, and an incoming CEO who may have different approaches, can understandably feel disruptive to the team. However, I can’t stress enough the importance of the people on the AAA team. They are all smart and valued contributors to the overall success of our organization and the airport relies on all of you as a collective force. Stay self-assured and focused on the future, don’t linger in a waiting game but speak your mind, be open and clear. This attitude will benefit you personally, as well as an incoming CEO who tries to understand the organization and important focus points. I have all the confidence in the world in this team.